1.

Introduction
Before you can go into problem-solving mode, however, there is one very crucial step that you need to
complete—one that will shape your entire design project from start to finish. In the Design Thinking
process, this step is what’s known as the “define” stage. Once you’ve empathized with your users, you can
move on to this stage of the Design Thinking process and define the problem your users need you to solve.
As the second step in the Design Thinking process, the define stage is where you’ll establish a clear idea of
exactly which problem you will solve for the user. You’ll then shape this into a problem statement which
will act as your northern star throughout the design process.

During this step, we take the raw data and findings from our research, interviews, surveys, and our analysis
of the problem – gathered in the empathize stage – and make sense of it. We work together to analyze
patterns in user behavior, uncover possible problems that could have gone unnoticed during the initial stages
of research and definition, then synthesize everything into themes.

2. What is the define stage and why is it necessary?

A problem statement identifies the gap between the current state (i.e. the problem) and the desired state (i.e.
the goal) of a process or product. Within the design context, you can think of the user problem as an unmet
need. By designing a solution that meets this need, you can satisfy the user and ensure a pleasant user
experience.
A problem statement, or point of view (POV) statement, frames this problem (or need) in a way that is
actionable for designers. It provides a clear description of the issue that the designer seeks to address,
keeping the focus on the user at all times.
Problem or POV statements can take various formats, but the end goal is always the same: to guide the
design team toward a feasible solution. Let’s take a look at some of the ways you might frame your design
problem:
2.1. From the user’s perspective: “I am a young working professional trying to eat healthily, but I’m
struggling because I work long hours and don’t always have time to go grocery shopping and
prepare my meals. This makes me feel frustrated and bad about myself.”
2.2. From a user research perspective: “Busy working professionals need an easy, time-efficient way
to eat healthily because they often work long hours and don’t have time to shop and meal prep.”
2.3. Based on the four Ws—who, what, where, and why: “Our young working professional struggles
to eat healthily during the week because she works long hours. Our solution should deliver a quick
and easy way for her to procure ingredients and prepare healthy meals that she can take to work.”

As you can see, each of these statements addresses the same issue—just in a slightly different way.
As long as you focus on the user, what they need and why, it’s up to you how you choose to present
and frame your design problem.

3. What makes a good problem statement?

A good problem statement is human-centered and user-focused. Based on the insights you gathered
in the empathize phase, it focuses on the users and their needs—not on product specifications or
business outcomes. Here are some pointers that will help you create a meaningful problem
statement:
 a) Focus on the user: The user and their needs should be front and center of your problem statement.
Avoid statements that start with “we need to…” or “the product should”, instead concentrating on
the user’s perspective: “Young working professionals need…”, as in the examples above.
b) Keep it broad: A good problem statement leaves room for innovation and creative freedom. It’s
important to keep it broad enough to invite a range of different ideas; avoid any references to
specific solutions or technical requirements, for example.
c) Make it manageable: At the same time, your problem statement should guide you and provide
direction. If it’s too broad in terms of the user’s needs and goals, you’ll struggle to hone in on a
suitable solution. So, don’t try to address too many user needs in one problem statement; prioritize
and frame your problem accordingly.

3.1. When creating a problem statement, designers and design thinkers need to ask questions such
as:
a) Who is experiencing this problem?
b) When are they experiencing the problem?
c) What is the problem?
d) Why is the problem worth solving?
Knowing the answers to these questions allows for focused objectives and plenty of creative possibilities.
A good problem statement brings clarity to the design team and the stakeholders involved in the project by
outlining objectives and helping inform how success should be defined. This ensures collaboration between
team members and keeps everyone on track while maintaining a shared understanding of the user’s needs.
Therefore, problem statements are essential for UX design teams who want consistency within their process
and outcome.

4. How to write a meaningful problem statement?

Writing a meaningful problem statement can be extremely challenging. How do you condense all the
complexities of the user’s conscious and unconscious desires into one simple, actionable statement?
Fortunately, there are some tried-and-tested methods that will help you do just that.
4.1. Affinity Mapping to Identify Themes and Patterns
Working with complex data can be overwhelming, so affinity mapping is essential for data analysis.
Affinity mapping is a way to organize and analyze qualitative data by grouping it into related categories.
This technique starts with collecting raw data through surveys, interviews, or other means. The raw data is
then posted on a wall so that all information can be seen at once. From there, the main themes, topics, and
categories can be identified and organized, giving more clarity to the results while providing further insight
into the trends and patterns in the data.
1. To begin, collect the notes you’ve taken during your user research from observing and interviewing
users. Include any comments, observations, and notable thoughts.
2. Organize these items onto post-it notes and arrange them in groups on a wall or table based on their
content.
3. Next, identify any emergent themes in each group and label them accordingly with critical terms –
these will become the key headings of the affinity map.
 4. Finally, create an overview map that summarizes the entire project by connecting all of the themes
and any additional underlying commonalities you may notice.
Through careful examination of each component and its relationship to other members in both its immediate
and broader needs, you’ll be able to form a holistic picture of patterns within the data – affording you
invaluable insights.

4.2. Space saturation and group

One of the first steps in defining a problem statement is to organize your findings from the empathize
phase. Space saturation and group is a popular method used by design thinkers to collect and visually
present all observations made in the empathize phase in one space. As the name suggests, you will literally
“saturate” a wall or whiteboard with Post-It notes and images, resulting in a collage of artifacts from your
user research.
As the Stanford design school explains: “You space saturate to help you unpack thoughts and experiences
into tangible and visual pieces of information that you surround yourself with to inform and inspire the
design team. You group these findings to explore what themes and patterns emerge, and strive to move
toward identifying meaningful needs of people and insights that will inform your design solutions.”
This method should involve anyone who took part in the empathize stage of the design project, and should
take no longer than 20-30 minutes.
In space saturate and group, designers collate their observations and findings into one place, to create a
collage of experiences, thoughts, insights, and stories. The term 'saturate' describes the way in which the
entire team covers or saturates the display with their collective images, notes, observations, data,
experiences, interviews, thoughts, insights, and stories in order to create a wall of information to inform the
problem-defining process. It will then be possible to draw connections between these individual elements,
or nodes, to connect the dots, and to develop new and deeper insights, which help define the problem(s)
and develop potential solutions. In other words: go from analysis to synthesis.
 4.2.1. Empathy Mapping

An empathy map consists of four quadrants laid out on a board, paper or table, which reflect the four key
traits that the users demonstrated/possessed during thpe observation stage. The four quadrants refer to
what the users: Said, Did, Thought, and Felt. Determining what the users said and did are relatively easy;
however, determining what they thought and felt is based on careful observation of how they behaved and
responded to certain activities, suggestions, conversations etc. (including subtle cues such as body
language displayed and the tone of voice used).

4.2.2. Point of View – Problem Statement

In design thinking methodology, the "point of view" (POV) is a critical stage where designers synthesize
their understanding of users' needs, insights, and aspirations into a focused problem statement. It serves as
a bridge between empathetic research and ideation, providing a clear direction for generating innovative
solutions. A well-crafted POV statement encapsulates the essence of the user's experience and sets the stage
for designing solutions that address their specific needs.
Here's a detailed breakdown of the point of view:

4.2.2.1. Components of a POV Statement:

a) User Persona: The POV statement begins by identifying the target user or persona for whom the
problem is being solved. This persona represents the individuals or groups directly affected by the
problem.
 b) User Need or Challenge: Next, the statement articulates the specific need, challenge, or
opportunity faced by the user. This need is derived from insights gathered through empathetic
research and represents a gap or pain point in the user's experience.

c) Insight or Rationale: The POV statement includes a brief explanation or insight into why the
identified need or challenge is significant. This insight helps contextualize the problem and
provides a deeper understanding of the user's motivations or constraints.

 Example of a POV Statement:

Let's consider an example of designing a mobile app to help elderly individuals manage their medications
effectively:
User Persona: Elderly individuals living independently or with minimal assistance, who are managing
multiple medications as part of their daily routine.
User Need or Challenge: These users often struggle with remembering to take their medications on time,
coordinating multiple prescriptions, and understanding complex dosage instructions. They may also face
challenges in communicating with healthcare providers or caregivers about their medication regimen.
Insight or Rationale: Many elderly individuals experience cognitive decline or memory loss, which can
impact their ability to adhere to medication schedules and understand medical information. Additionally,
they may have limited mobility or access to transportation, making it difficult to visit pharmacies or attend
medical appointments regularly.
Point of View Statement:
"Elderly individuals living independently need a mobile app that simplifies medication management by
providing timely reminders, organizing prescription details, and facilitating communication with healthcare
providers. This is essential to address the challenges they face in adhering to complex medication regimens
and navigating healthcare systems effectively, particularly in the context of cognitive decline and limited
mobility."
In this example, the POV statement clearly identifies the target users (elderly individuals), their specific
need (medication management), and the underlying insights (cognitive decline, limited mobility) driving
the problem. This statement provides a focused direction for designing a mobile app solution that addresses
the identified challenges and enhances the user's medication management experience.
Overall, the point of view is a crucial element in the design thinking process, providing a clear and
empathetic frame for understanding and addressing the user's needs and aspirations within the problem-
solving context.
Certainly! In the context of Design Thinking, the point of view (POV) is like putting yourself in someone
else's shoes to understand their perspective and needs. It helps designers focus on solving real problems
that people face. Here's a simple explanation with examples:
More Point of View (POV) Examples
Imagine you're trying to design something to help people remember to drink water regularly. Instead of just
thinking about what features the product should have, you start by thinking about the people who might use
it and what they really need.
Example 1: Reminder App for Busy Professionals:
Let's say you're designing a mobile app to remind busy professionals to drink water throughout the day.
Instead of just saying, "We need an app that reminds people to drink water," you could create a POV
statement like this:
"As busy professionals juggle demanding schedules, they need a simple and convenient way to stay
hydrated amidst their hectic routines. This includes gentle reminders tailored to their busy lifestyle, easy
tracking of water intake, and customizable alerts to fit their individual preferences."
This statement helps you focus on designing features that fit the specific needs of busy professionals, such
as customizable reminders and tracking options.
Example 2: Eco-Friendly Water Bottle Design:
Now, let's say you're designing an eco-friendly water bottle to encourage people to drink more water while
reducing plastic waste. Your POV statement could be:
"As environmentally-conscious consumers strive to reduce their plastic footprint, they need a reusable water
bottle that is not only stylish and durable but also encourages hydration habits through innovative features
like time-based reminders and leak-proof design. This supports their commitment to sustainability while
promoting healthier lifestyles."
This POV statement guides you to consider not just the design and materials of the water bottle but also
how it can help users develop sustainable habits.
In simple terms, a point of view statement helps designers understand who they're designing for, what their
needs are, and how they can address those needs in a meaningful way. It's like wearing their glasses for a
moment to see the world from their perspective!
4.3. The four Ws
Asking the right questions will help you put your finger on the right problem statement. With all your
findings from the empathize phase in one place, ask yourself the four Ws: Who, what, where, and why?
The 4 Ws in the design problem statement help you to identify patterns within your user research, filter
irrelevant ideas from the observed problem and make the problem worth solving. This makes every
provided solution fulfilling for the target user. Therefore, in identifying the most prevalent issues, you’ll be
one step closer to formulating a meaningful problem statement.
The 4 Ws are as follows.
1. Who is affected?
The researcher and everyone taking part in the project evaluate who is affected by the problem. What part
of the world are the affected persons from? What are the personalities of the affected persons? What is the
age bracket of the affected persons? Are there possible likes and dislikes? Are there stand-out motivations
for the affected persons? And for what reason do these people have this situation?
 2. What is the problem?
Here, we uncover exactly what the problem is and what kind of task is involved. For instance, say we have
a set of customers who are unhappy due to delays in deliveries of a logistics firm. We are able to understand
that there is dissatisfaction derived from the inability of the logistics firm to meet the customer’s
expectation, which is centered on Time wasting.
3. Where does it happen?
Now, we focus on the context of the problem. We find out if the dissatisfaction or problem comes from
using a digital product or having a physical experience with something. The case of the logistics firm above
is actually a physical experience and the parties connected to the event are observed. For the physical
instance above, we observe if it is the dispatch team or the goods team that is responsible for the delay.
Every involved party is identified and monitored.
In the case of a digital product, we ask if it is the service provider or the user device that is responsible for
the dissatisfaction. We then identify the trigger to the event.
4. Why does it matter?
We finally decide if this problem is worth considering or if it is a seasonal occurrence. We also observe if
the problem is recent or if it was caused by a new policy or by a body in authority.
We consider the following questions. If we handle this problem, will it help the user have a better
experience? Will it affect the business for the better? Do we proceed to proffer a solution or should we wait
for other triggers? After we ask these questions, we gain a clear focus and we can frame a problem
statement. At this point, the designer can begin to see a solution through the lens of the framed problem
statement.
1. Who is experiencing the problem? In other words, who is your target user; who will be the focus
of your problem statement?
2. What is the problem? Based on the observations you made during the empathize phase, what are
the problems and pain points that frequently came up? What task is the user trying to accomplish,
and what’s standing in their way?
3. Where does the problem present itself? In what space (physical or digital), situation or context is
the user when they face this problem? Are there any other people involved?
4. Why does it matter? Why is it important that this problem be solved? What value would a solution
bring to the user, and to the business?
Let's illustrate the Four Ws with an example:
Scenario: A local community experiences a sudden increase in littering at a public park.
1. Who:
Who is involved in the littering incidents? Is it specific individuals, groups, or a combination of both?
Who is responsible for maintaining the cleanliness of the park? Are there any community groups or
authorities involved?
Example: The individuals involved in the littering incidents include park visitors, local residents, and
potentially non-residents. The responsibility for maintaining the park falls on the local municipality's parks
and recreation department.
2. What:
What types of items are being littered in the park? Are they food wrappers, beverage containers, cigarette
butts, or other types of waste?
What actions have been taken so far to address the littering issue?
Example: The litter found in the park includes food wrappers, plastic bottles, and discarded packaging.
Some community members have organized volunteer cleanup events, and the municipality has placed
additional trash bins throughout the park.
3. Where:
Where specifically within the park are the littering incidents occurring? Are certain areas more affected
than others?
Where are the nearest trash receptacles located in relation to the areas with the highest concentration of
litter?
Example: The littering incidents are primarily concentrated near picnic areas, playgrounds, and walking
trails within the park. Trash receptacles are located near park entrances but are less frequent in areas deeper
within the park.
4. When:
When do the littering incidents typically occur? Are they more prevalent during certain times of the day,
week, or year?
When did the community first notice an increase in littering activity?
Example: Littering incidents tend to occur more frequently during weekends and holidays when the park
experiences higher visitor traffic. The community began noticing the increase in littering approximately
two months ago.
By considering the Four Ws in this example, we gain a comprehensive understanding of the littering issue
at the public park, including the individuals involved, the types and locations of litter, and the timing of the
incidents. This information can then be used to develop targeted solutions to address the problem
effectively.
4.4. The five whys
Another question-based strategy, the five whys technique can help you delve deeper into the problem and
drill down to the root cause. Once you’ve identified the root cause, you have something that you can act
upon; somewhere specific to focus your problem-solving efforts.
Let’s take our previous example of the young working professional who wants to eat healthily, but finds it
difficult to do so.
Here’s how you might use the five whys to break the problem down and get to the root cause:
1. Why is she not eating healthily? → She orders takeaway everyday.
2. Why does she order takeaway everyday? → Her fridge and cupboards are empty.
3. Why are the fridge and cupboards empty? → She hasn’t been grocery shopping in over a week.
4. Why hasn’t she been grocery shopping? → She doesn’t have time to go to the supermarket.
 5. Why doesn’t she have time? → She works long hours and is exhausted.
The root cause here is a lack of time, so your solution might focus on efficiency and convenience. Your
final problem statement might look something like this: “Young working professionals need a quick,
convenient solution to eating healthily.
4.4.1. 5 reasons to use the 5 whys:
a) Identify the root cause of a technical problem
b) Dig deeper during user interviews to uncover motivations
c) During user testing to understand a user's reactions
d) When evaluating and selecting ideas to understand preferences
e) To get clarity from stakeholders when directions are vague

4.4.2. An Example of The 5 Whys in Action and the Result It Produces

Here’s an example that a UX design or software development team might come across.
Let’s say you’ve noticed that the bounce rate is high for a landing page, and you’re receiving customer
feedback where users express frustration at not being able to understand the information on the page.
You’re starting problem statement could be:
Visitors to our landing page get frustrated that they can’t find the information they need to help them
complete their tasks.
Why?
Because so much information is expressed confusingly, it’s hard to pick out the relevant points.
Why?
Because the content on the page has been written over time by multiple copywriters, it’s fragmented and
inconsistent.
Why?
Because we’ve had several new copywriters and stakeholders over the years with different styles and ideas
about what information should be included.
Why?
Because it isn’t clear what the customer’s needs are and what value the content is intended to create.
Why?
Because we don’t have a content style guide to ensure consistency and we haven’t reviewed the page and
conducted user research to write a clear value proposition for this area of the site.
And there you go; we have a problem statement that addresses the root cause of the problem and provides
a solid foundation on us to build upon.
If we’d tried to solve the initial problem, we might have created a solution that solves the symptom rather
than the problem.
For example, we might have just reduced the page’s text and made the key takeaways more prominent.
But in creating a content style guide and conducting our research, we can standardize things moving
forward, create some guidelines and prevent similar issues from arising.

4.4.3. 7 Tips to Use the 5 Whys Effectively

1. Start with a clear and actionable problem statement.
2. Avoid jumping to conclusions too early.
3. Even if the answer seems obvious, try it anyway.
4. You can do it alone, but you’ll get better solutions from a group.
5. If it isn’t apparent what to ask “Why?” about, brainstorm a few variations.
6. If it isn’t working, try reframing the problem statement.
7. When running a workshop, bring in some insights and stimulus.

4.4.4. At Which Point in the Design Process Is It Useful?

The 5 whys technique is helpful throughout the design thinking process and can be adapted to many
different scenarios based on your needs.
1. Originally it was a technique for identifying the root causes of process issues, but design thinkers
have started to apply it whenever a deeper understanding of something is required.
2. It’s often beneficial during the empathize phase when you want to dig deeper to understand what
issues affect people and what motivations drive their behavior.
3. It’s beneficial during the define phase when you want to challenge and reframe your problem
statement to see if another framing can open new opportunities.
4. It can be used during ideation to evaluate and select ideas. If someone has an opinion about which
idea should be taken forward, you can use the 5 whys to understand their preference.
5. During testing, as you observe customers using the prototype, you can watch for cues in their
behavior that could signal friction or dissatisfaction. The 5 whys can help you here to understand
what you’ve observed.

4.4.5. Takeaways
1. The 5 whys is an investigative process that delves into cause-and-effect relationships, providing
insight and solutions.
2. Asking “why” up to 5 consecutive times can uncover hidden patterns in the problem area –
revealing its fundamental nature for effective resolution.
3. The technique is most useful in Design Thinking when you need to understand people’s needs,
expectations, and motivations.
4. It’s a popular tool in Human Centered Design and creative thinking processes like the Design
Sprint and the design cycle.
5. Having a good problem statement or clear issue in mind as a starting point will ensure your first
‘why’ is meaningful.
Certainly! Below are some examples illustrating the Define phase of Design Thinking:

Example 1: Improving Public Transportation for Commuters

Problem Statement: "How might we enhance the public transportation experience for daily commuters?"
Insights:
- Many commuters face overcrowding during peak hours, leading to discomfort and inconvenience.
- Ticketing and payment systems are often outdated, causing delays and frustration.
- Lack of real-time information about schedules and delays makes planning difficult for commuters.
Reframed Problem Statement: "How might we redesign the public transportation system to alleviate
overcrowding, streamline ticketing processes, and provide real-time updates for commuters?"
Point of View (POV) Statement: "Daily commuters need a public transportation system that offers
comfortable and efficient travel experiences, including reduced overcrowding, seamless ticketing, and real-
time updates, to enhance their daily commute and improve overall satisfaction."

Example 2: Enhancing Remote Learning for Students

Problem Statement: "How might we improve the effectiveness of remote learning for students?"
Insights:
- Many students struggle with maintaining focus and engagement during online classes.
- Limited access to resources and support services outside of the classroom hinders learning opportunities.
- Technical issues and connectivity issues disrupt the learning experience for students.
Reframed Problem Statement: "How might we create an engaging and inclusive remote learning
environment that addresses students' focus, access to resources, and technical challenges?"
Point of View (POV) Statement: "Students in remote learning environments require a platform that
fosters active engagement, provides equitable access to resources and support services, and minimizes
technical disruptions to optimize their learning experience and academic success."

Example 3: Reducing Food Waste in Urban Areas

Problem Statement: "How might we reduce food waste in urban communities?"
Insights:
- Many restaurants and supermarkets dispose of surplus food daily, contributing to food waste.
- Consumers often lack awareness or incentives to minimize food waste at home.
- Infrastructure for food redistribution and recycling is limited in urban areas.
 Reframed Problem Statement: "How might we create a more sustainable food ecosystem in urban
communities by reducing food waste at the source, empowering consumers to make informed choices, and
optimizing food redistribution and recycling efforts?"
Point of View (POV) Statement: "Urban communities need a holistic approach to reduce food waste,
including initiatives to educate and incentivize consumers, support businesses in minimizing surplus food,
and enhance infrastructure for food redistribution and recycling, to create a more sustainable and resilient
food system."
Significance of Design Phase
The Define phase plays a crucial role in setting the direction for effective problem-solving and innovation
by providing clarity, focus, and alignment to the entire process. Here's why the Define phase is significant:

1. Clarifying the Problem Statement: The Define phase involves clearly defining the problem or
opportunity at hand. This step ensures that all stakeholders have a shared understanding of the issue
to be addressed, which is essential for guiding subsequent problem-solving efforts.

2. Setting Objectives and Goals: During the Define phase, objectives and goals are established to
guide the problem-solving process. These objectives provide a clear vision of what needs to be
achieved and serve as criteria for evaluating potential solutions.

3. Identifying Stakeholders and Constraints: By identifying key stakeholders and understanding

their perspectives, needs, and concerns, the Define phase ensures that the problem-solving process
is inclusive and considers diverse viewpoints. Additionally, constraints such as budgetary
limitations, regulatory requirements, and resource constraints are identified and taken into account.

4. Focusing Resources and Efforts: Defining the problem and setting objectives allows
organizations to allocate resources and efforts effectively. By focusing resources on addressing the
root causes of the problem and achieving the defined objectives, organizations can maximize their
impact and optimize their use of resources.

5. Generating Insights and Opportunities: The Define phase often involves conducting research,
gathering data, and generating insights into the problem or opportunity. This process helps uncover
underlying issues, identify patterns and trends, and explore potential opportunities for innovation.

6. Creating a Framework for Innovation: Effective problem-solving and innovation require a

structured approach. The Define phase establishes a framework for the problem-solving process,
including methodologies, tools, and metrics to guide decision-making and track progress.

7. Aligning Stakeholders and Building Consensus: Defining the problem and setting objectives
fosters alignment among stakeholders and builds consensus around the proposed approach. This
alignment is essential for gaining support, securing resources, and driving organizational change.

In summary, the Define phase sets the direction for effective problem-solving and innovation by clarifying
the problem, setting objectives, identifying stakeholders and constraints, focusing resources and efforts,
generating insights and opportunities, creating a framework for innovation, and aligning stakeholders. By
laying the foundation for the problem-solving process, the Define phase ensures that organizations can
approach challenges systematically and strategically, leading to more effective solutions and innovations.
Difference between Four Ws and the Five Whys
In the Define phase of Design Thinking, both the Four Ws and the Five Whys are techniques used to gain
a deeper understanding of a problem or challenge. However, they approach the problem from different
perspectives:
Four W’s:
- Who: This focuses on identifying the stakeholders or individuals involved in or affected by the
problem.
- What: This aims to define the problem itself, its nature, and its characteristics.
- Where: This explores the context or environment in which the problem occurs.
- When: This looks at the timing or frequency of the problem, identifying if it's a recurring issue or
if it's linked to specific events or circumstances.
The Four W’s help to establish a comprehensive understanding of the problem space, its scope, and its
context.
Five Whys:
- Why: This technique involves asking "Why?" repeatedly to get to the root cause of a problem. By
asking "Why?" multiple times (typically five times), you can dig deeper into the underlying causes
rather than just addressing surface-level symptoms.
The Five Whys technique is focused on uncovering the root cause of a problem by repeatedly questioning
the reasons behind it. It helps in identifying the deeper issues that might not be immediately apparent.
While the Four Ws provide a broad understanding of the problem space, the Five Whys delve deeper into
understanding the underlying causes. Both techniques are valuable in the Define phase of Design Thinking
as they help in framing the problem effectively, leading to better ideation and solution generation.