DESIGN THINKING & CREATIVE PROBLEM SOLVING

1. Introduction
Design thinking is a human-centered problem-solving approach that emphasizes empathy,
creativity, and iterative prototyping to develop innovative solutions. It's a methodology that
originated in the world of design but has since been widely adopted across various industries and
disciplines due to its effectiveness in addressing complex challenges.
At its core, design thinking revolves around understanding and meeting the needs of the end-users
or customers. It's a structured process that encourages a shift from a problem-focused mindset to
a user-centric one.
Here's a brief introduction to the key principles and stages of design thinking:

The 6 Stages of Design Thinking

Each phase builds upon the next, and it is important to work through each one carefully.

a) Empathizing:
is the most important part of the process. You start by understanding the problem you’re trying to
solve. From there, you dive into the research to understand how others have solved similar
problems.
b) Defining:
This is where you figure out what makes your product unique. Once you’ve figured that out, you’ll
use the data you collected from previous steps to build a vision for it.
c) Ideating:
Ideating takes place while you’re still defining. You begin building ideas around your concept and
testing those ideas against real customers.
d) Prototyping:
This is where you turn your idea into something tangible. You’ll use prototypes to validate your
concepts and see whether they work. You’ll go back to the drawing board to refine them if they
do.
e) Testing:
This is the phase where you’ll put your prototypes to the test and gather feedback from potential
customers. Based on that feedback, you’ll either continue prototyping or pivot.
f) Implementing:

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This is the final phase. It’s when finally, your solution becomes real and is launched and tested on
the real market. Many designs will never reach this stage. While the design may be marvellous,
perhaps it didn’t solve the user’s needs in the way you expected. Or perhaps you will go back to
the ideation stage and rework your idea. Although your idea may not be transformed into
something real this time, the process is non-linear so you take what you have learned and start
again.

How do you start a solution design? – Two methods explained!

Double Diamond Design Thinking

The Double Diamond design process, developed by the British Design Council, aims to achieve
creativity and innovation through applying the design thinking methodology. The two diamonds
represent a process of exploring an issue more widely or deeply (divergent thinking) and then
taking focused action (convergent thinking).
It involves four steps:
1. Discover – insight into the problem
2. Define – the area to focus upon
3. Develop – a potential solution

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 4. Deliver – solutions that work
that take the design process from the problem space to the solution space. Together, these stages
work as a map designers can use to organize their thoughts in order to improve the creative
process.

The Design Sprint

A design sprint is an accelerated approach to innovation and problem-solving. Jake Knapp—the
inventor of the Design Sprint and a New York Times bestselling author. He’s written two books,
Sprint and Make Time, and has coached teams at places like Slack, LEGO, IDEO, and NASA on
design strategy and time management. He explains in his book “sprint” how you can compress
your design thinking to significantly reduce the risk of launching a new innovation or product.
The big idea with the Design Sprint is to build and test a prototype in just five days. You’ll take a
small team, clear the schedule for a week, and rapidly progress from problem to tested solution
using a proven step-by-step checklist.
Monday – Map

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Tuesday – Sketch
Wednesday – Decide
Thursday – Prototype
Friday – Test
The Design Sprint is basically a five-day process for answering critical business questions through
design, prototyping and testing ideas with customers. The process brings together the right people
to generate a breadth of ideas. It also creates designs that solve the problem, and quickly get
customer feedback. It’s like fast-forwarding into the future. So you can see how customers react
before you invest all the time and expense of creating your new product, service etc.
Overall it’s not just about efficiency. It’s also an excellent way to stop the old defaults of office
work. Also replace them with a smarter, more respectful, and more effective way of solving
problems that bring out the best contributions of everyone on the team and helps you spend your
time on work that really matters!

2. Creative Problem Solving:

Creative problem solving is a broader concept that encompasses various techniques and methods
for approaching challenges in innovative ways. Some key principles include:
a) Divergent Thinking: Encouraging the generation of multiple ideas and solutions, often
through brainstorming and ideation sessions.
b) Convergent Thinking: Evaluating and selecting the most promising ideas or solutions
based on specific criteria. This involves narrowing down options.
c) Mind Mapping: Visual tools like mind maps help in organizing thoughts, ideas, and
connections, making complex problems more manageable.
d) Brainstorming: A group activity where participants freely share ideas, building upon
each other's suggestions to explore different possibilities.
e) Lateral Thinking: Encouraging thinking "outside the box" by considering
unconventional or unexpected solutions.
Combining Design Thinking and Creative Problem Solving:
Design thinking often incorporates creative problem-solving techniques within its framework.
For example, during the ideation phase of design thinking, creative problem-solving methods
like brainstorming and mind mapping can be used to generate innovative ideas.
Both approaches share a focus on user-centric solutions and iterative processes. When combined,
they create a robust problem-solving approach that not only identifies innovative solutions but
also ensures those solutions are rooted in empathy for the end-users.
3. Empathizing with users and stakeholders

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Empathizing with users and stakeholders is a critical first step in the design thinking process. It
involves developing a deep understanding of their needs, emotions, perspectives, and experiences
to inform the problem-solving process. Here are some key principles and methods for empathizing
effectively with users and stakeholders:
a) Active Listening: To truly empathize, you must be an active listener. This means giving
your full attention to what users and stakeholders are saying without judgment or
interruption. Ask open-ended questions to encourage them to share their thoughts, feelings,
and experiences.
b) Observation: In addition to listening, observe users and stakeholders in their natural
environment whenever possible. Watch how they interact with products, services, or
systems and pay attention to their behaviors, body language, and non-verbal cues.
c) Conduct Interviews: Conduct one-on-one interviews with users and stakeholders to delve
deeper into their experiences and perspectives. Ask about their pain points, challenges,
goals, and aspirations related to the problem you're addressing.
d) Surveys and Questionnaires: Use surveys and questionnaires to collect quantitative data
that can complement qualitative insights gathered through interviews and observations.
This can help identify patterns and trends among a larger group of users.
e) Empathy Maps: Create empathy maps to visualize and organize your insights. An
empathy map typically includes sections for what users say, do, think, and feel. This tool
helps you synthesize information and identify key insights.
f) Persona Development: Develop user personas based on your research findings. Personas
are fictional representations of different user groups, and they can help your team better
understand and empathize with the various user segments you're targeting.
g) Journey Mapping: Create user journey maps to document the entire user experience, from
the initial interaction with a product or service to the final outcome. This helps identify
pain points and opportunities for improvement.
h) Immersion and Shadowing: Immerse yourself in the users' world by spending time with
them, walking in their shoes, or shadowing them during their daily activities. This
immersive approach can provide profound insights into their needs and challenges.
i) Empathic Interviews: Go beyond typical interviews and engage in empathic interviews
where you not only ask questions but also express genuine empathy and understanding.
This can help users open up and share more deeply.
j) Mindset of Curiosity: Approach the empathizing phase with a curious and open mindset.
Be willing to challenge your assumptions and preconceptions, and be receptive to
unexpected insights.
k) Cross-Functional Teams: Involve individuals with diverse backgrounds and expertise in
the empathizing process. This diversity can lead to a broader range of perspectives and a
deeper understanding of the problem.

4. Defining problem statements

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Defining a clear and well-structured problem statement is a crucial step in the design thinking
process. It sets the direction for your problem-solving efforts and ensures that you're addressing
the right issue. Here are the key elements and steps to consider when defining problem statements:
a) Understand the Context:
Before you can define a problem statement, you need a deep understanding of the context,
including the needs and pain points of users and stakeholders. This understanding is typically
gained during the empathy phase of design thinking.
b) Start with a User-Centric Perspective:
Frame the problem from the perspective of the end-users or customers. Consider their needs,
desires, and challenges. This ensures that your problem statement focuses on addressing real
user problems.
c) Use the "How Might We" (HMW) Format:
One effective way to structure a problem statement is by using the "How Might We" format.
This format encourages open-ended thinking and idea generation. For example, "How might
we improve the onboarding experience for new users?"
d) Be Specific and Focused:
Avoid vague or overly broad problem statements. Instead, narrow down the problem to a
specific, actionable, and well-defined challenge. A clear problem statement makes it easier to
generate and evaluate potential solutions.
e) Include Relevant Constraints:
Consider any constraints, limitations, or parameters that should be taken into account when
solving the problem. This could include budgetary constraints, time constraints, or technical
limitations.
f) Avoid Solution Bias:
Ensure that your problem statement doesn't suggest a specific solution. The goal is to define
the problem, not prescribe the answer. For example, "How can we reduce customer wait times
at the service center?" is a better problem statement than "How can we implement a self-service
kiosk system?"
g) Collaborate and Iterate:
Defining a problem statement is not a solo activity. Involve cross-functional teams and
stakeholders in the process to ensure a well-rounded perspective. Be prepared to iterate and
refine the problem statement based on feedback and insights.
h) Test and Validate:

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 Once you've defined a problem statement, it's a good practice to test it with real users or
stakeholders. Ask for their feedback to ensure that the problem statement accurately represents
their needs and challenges.
i) Align with Organizational Goals:
Ensure that the problem statement aligns with the broader goals and objectives of your
organization. It should contribute to the organization's mission and strategic priorities.
j) Keep it Actionable: - The problem statement should inspire action. It should motivate
your team to explore and create solutions. If the problem statement feels too abstract or
theoretical, consider revising it to make it more actionable.
k) Prioritize: - If you're dealing with multiple challenges, prioritize them based on factors
like user impact, feasibility, and alignment with strategic goals. This helps in allocating
resources effectively.

5. Ideation Techniques
Ideation is a critical phase in the design thinking process where you generate a wide range of
creative ideas to solve a defined problem. To encourage innovative thinking and facilitate idea
generation, various ideation techniques and methods can be employed. Here are some popular
ideation techniques to consider:
a) Brainstorming
b) Mind Mapping
c) SCAMPER: SCAMPER is an acronym that stands for Substitute, Combine, Adapt, Modify,
d) Six Thinking Hats:
• Developed by Edward de Bono, this technique assigns different "hats" to participants,
each representing a different thinking style (e.g., analytical, emotional, creative,
practical). Participants switch hats to approach the problem from various angles.
e) Worst Possible Idea:
• Instead of searching for the best ideas, encourage participants to come up with the worst
or most absurd solutions to the problem. This can spark creative thinking by breaking
mental barriers.
f) Role Storming:
• Participants take on different roles or personas and brainstorm ideas from those
perspectives. This technique encourages thinking outside of one's usual perspective.
g) Random Word or Object Association:
• Choose a random word or object and brainstorm ideas by associating it with the
problem. This can lead to unexpected and creative connections.
h) Storyboarding:
• Create a visual narrative or storyboard that illustrates how a solution or idea would play
out in a real-world scenario. This technique helps communicate complex ideas and user
experiences.
i) SCAMMPERR:

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 • An extension of SCAMPER, SCAMMPERR adds two more elements: Evaluate and
Reiterate
j) Gallery Walk: - Display ideas visually, such as on sticky notes or posters, and have participants
walk around to view and comment on them. This technique encourages feedback and cross-
pollination of ideas.
k) Speed Ideating: - Set a timer (e.g., 1-2 minutes) for each idea generation round. Participants
rapidly generate ideas within the allotted time, fostering quick, spontaneous thinking.
l) Analogous Inspiration: - Look to unrelated fields or industries for inspiration. Identify
successful solutions or ideas from other domains and explore how they could be applied to
your problem.

6. Prototyping and testing

Prototyping and testing are integral stages in the design thinking process. Prototypes are tangible
representations of your ideas, and testing involves gathering feedback from users to evaluate and
refine those prototypes. These stages help you iteratively improve your solutions and ensure they
meet user needs effectively. Here's an overview of both stages:
6.1 Prototyping:
a) Purpose: Prototyping serves multiple purposes, such as visualizing concepts, exploring
functionality, and testing assumptions. It helps you move from abstract ideas to concrete
representations that can be evaluated.
b) Types of Prototypes: Prototypes can vary in fidelity, ranging from low-fidelity (quick and
simple representations) to high-fidelity (detailed and close to the final product). The type
of prototype you create depends on your goals and the stage of the design process.
c) Materials: Prototypes can be made using various materials, such as paper, cardboard,
wireframes, digital tools, 3D printing, or even functional mock-ups. The choice of
materials depends on the context and what you want to test.
d) Iterative Process: The prototyping stage often involves multiple iterations. After each
iteration, you gather feedback, make improvements, and refine the prototype. This iterative
approach helps uncover design flaws and leads to better solutions.
e) Collaboration: Prototyping is a collaborative effort. Designers, engineers, and other
stakeholders work together to bring ideas to life. Collaboration ensures that the prototype
reflects a variety of perspectives.
6.2 Testing:
a) User-Centered Testing: The primary goal of testing is to gain insights from real users or
stakeholders. This user-centered approach helps you understand how well your solution
addresses their needs, pain points, and goals.
b) Testing Scenarios: Define specific scenarios or tasks for users to perform with the
prototype. These scenarios should reflect real-life situations that the solution is intended to
address.
c) User Feedback: Observe users as they interact with the prototype. Encourage them to think
aloud, sharing their thoughts, feelings, and feedback during the testing session.

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 d) Iterative Feedback: Gather feedback iteratively throughout the testing process. This allows
you to make immediate improvements and continue testing with an evolving prototype.
e) Quantitative and Qualitative Data: Collect both quantitative data (e.g., success rates,
completion times) and qualitative data (e.g., user opinions, pain points) to gain a holistic
understanding of the user experience.
f) Empathetic Approach: Maintain an empathetic and open-minded approach during testing.
Be receptive to unexpected feedback and avoid defending your design choices. Remember
that the goal is to learn from users.
g) Refinement: Use the feedback collected during testing to refine the prototype. Make
necessary adjustments, updates, or pivots to improve the solution. Repeat the testing
process as needed.
h) Decision-Making: Testing helps inform critical design decisions. It may lead to major
design changes, feature additions, or even the abandonment of certain ideas that do not
resonate with users.
i) Validation: Successful testing validates the design direction and provides confidence that
the solution aligns with user needs and expectations.

7 Conducting a brainstorming session

Define the Purpose and Goal Start by clearly articulating the purpose of the brainstorming
session and the specific problem or challenge you're addressing.
Make sure all participants understand the goal.

Assemble a Diverse Group Invite participants with diverse backgrounds, perspectives, and
expertise relevant to the problem. Diversity fosters a broader
range of ideas.

Create a Comfortable Choose a comfortable and conducive physical or virtual space

Environment for the session. Ensure that participants feel relaxed and
encouraged to share ideas without fear of judgment.

Appoint a Facilitator Designate a facilitator to guide the session. The facilitator's role
is to keep the discussion on track, encourage participation, and
ensure that the session stays focused on the goal.

Set Ground Rules Establish ground rules for the brainstorming session. Common
rules include no criticism of ideas, encouraging wild or
unconventional ideas, and building upon others' ideas.

Warm-Up Activity Start with a warm-up activity or icebreaker to get participants in

a creative mindset. It could be a quick problem-solving exercise
or a fun, unrelated activity

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7. Introduce the Problem
8. Generate Ideas
9. Record Ideas
10. Build Upon Ideas
11. Time Constraints
12. Avoid Evaluation
13. Idea Clustering and
Organization
14. Discussion and Selection
. Action Steps
Follow-Up
Present the problem or challenge clearly and concisely. Use the
"How Might We" (HMW) format to frame the problem as an
open-ended question.
Encourage participants to generate as many ideas as possible
within a defined time limit. Emphasize quantity over quality
during this phase. Use techniques like free association, word
association, or mind mapping to stimulate creativity.
Document all ideas presented. This can be done on a
whiteboard, sticky notes, a digital collaboration tool, or any
other method that allows everyone to see the ideas.
- Encourage participants to build upon or combine each other's
ideas. This collaborative approach often leads to more
innovative solutions.
- Set time limits for idea generation to maintain energy and
focus. Short bursts of intense ideation are often more productive
than long, drawn-out sessions.
- Stress that this phase is about ideation, not evaluation.
Encourage participants to defer judgment and not critique ideas
during the brainstorming session.
- After generating a significant number of ideas, cluster similar
ones together and organize them to identify common themes or
patterns.
Open a discussion about the generated ideas. Participants can
share their thoughts, preferences, and insights. Depending on the
session's goals, you can use methods like dot voting or a
prioritization matrix to narrow down the ideas to the most
promising ones.
Determine the next steps based on the selected ideas. Decide
whether further research, prototyping, or testing is required to
develop and validate the chosen concepts.
Document the brainstorming session's outcomes and action
items. Share this information with participants and stakeholders,
and establish a timeline for executing the selected ideas.
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