Kumar-Vijay-101-Design-Methods Complete (151-200)

U Translated from English to Spanish - www.onlinedoctranslator.
com
METHODS ||
BENEFITS INPUT
PRODUCTION 139
WHEN TO USE
J Support the transition J A collection of structured information
J All observations captured statements dating back to the
J Create a knowledge base
oo
during Meet modes
corresponding observations
people and Know context
J Promotes completeness
J Makes the process transparent X
J Promotes shared understanding oo /
WHAT IT does STEP 3: Describe the ideas.
ei
Write a concise, factual statement for each idea. Ideas should be written as a general
Research produces a series of observations about people and context. In
statement, as it represents higher-level learning from a specific observation. The
this method we systematically think about all these observations and
statement, "People move chairs before sitting in them as a demonstration of their
extract valuable insights. An insight, according to the common definition, is
control over them" is a good interpretation, but it is still too specific. This is because this
the act of "seeing" a situation or understanding the "inner nature" of what
behavior is not just about moving chairs, but also about other things that people take
we observe. It is our learning from an observation through our
ownership of, for example, moving packaged items towards them at the checkout
interpretation by asking the question why. It encapsulates a point of view, a
counter even before finishing the checkout process and leave the station. “Before taking
generally acceptable interpretation that we can rationalize in some possession of things, people demonstrate their control over them as a declaration of
objective way. The most useful ideas are non-obvious and surprising. autonomy to themselves” is a more general perceptual statement.
STEP 4: Organize your ideas.

An example of an observation description is: "People often move a chair a
Organize all observation statements and corresponding information statements in a
few inches from side to side before sitting in it." An example insight
spreadsheet. Keep in mind that many observations can lead to one insight or many ideas can
description for the above is: "Before taking possession of things, people
arise from one observation.
demonstrate their control over them as a declaration of autonomy."
STEP 5: Discuss and refine.
HOW IT WORKS As a group, discuss the ideas as general learning from the research. How surprising or non-
obvious are these ideas? Is the collection of knowledge extensive enough to cover the entire
Step 1: Gather observations and describe them.
topic? Is more research or validation needed?
Observations come from field notes, photos, video/audio recordings, facts, and the
results of other methods. For each observation, write a short description as a factual
statement of what is happening. No interpretations or judgments should be made at this
point while describing the observations.

What did you learn from this
4.1 OBSERVATIONS ON THE OUTLOOK

observation?
STEP 2: Ask why and find an agreed upon rationale.
As a group, ask why these observations are happening. Discover people's reasoning
observations
behind their actions and behaviors. Adopt a point of view or make a well-aligned
interpretation. Document all the "ideas" and choose the most pleasant ones.
perspectives
knowledge sification
Manually sort research insights to find clusters and
hierarchies
EXAMPLE PROJECT:
Residential and commercial
renovation (2010)
In 2010, a 3D design, engineering
and entertainment software company
worked with the IIT Institute of
Design team to understand how
customers select products for
residential and commercial
construction and renovation projects.
From the research, the team
generated 40 information statements.
One of them, for example, referred to
access and said: "Quick access to
real-world examples of product use
and trusted product experts can be
Features and experience
critical to validating product
romovpr to renriicion
die coupntas
and trust between the selection." Another point of view was
parties
project stakeholders
helping them define roles about experience: “Giving clients a
and
demonstrate
experience
Common context
way to experience the look and feel
Value creation Improve communication of the final design concept is
and
understanding helping
Help interested parties
identify sources of value making it real interested parties to establish important in convincing them to
common ground
for
better allocate
improve your
resources and
Support discovery and follow a design direction.” At the end
generation decision
experience making c real
reflect the of the research phase,
world
Project
One of the main exercises of this workshop was
Transparency Relations insight classification, in which the team and

Incorporate empathy into
Simplify capture company representatives together identified the
information and underlying architecture for
access build trust and support
the life of a project relationships between insights and grouped them
relationships
to find useful patterns. Some of the initial groups
addressed clients' knowledge of the renovation,
their value expectations, the life of the renovation
project, ownership and trust, among others. After
many iterations of sorting, the team narrowed
down their information groups into six themes:
value creation, roles and expertise, common
context, personal relationships, project
transparency, and how to make it happen. The
Making It Real theme, for example, showed that
customers are reluctant to take risks with new products, and this
can be overcome with a tangible experience. Subsequently, design
principles were created for these themes. One of the design
principles that emerged from the Making It Real theme was “Help
Amber Lindholm,homeowners understand spatial relationships and the overall

photographer.
context of use.” Each theme led to several such design principles
that would provide solid direction for concept generation, serve as
evaluation criteria to refine the concepts, and further inform the company's strategic plan.
METHODS |141
BENEFITS INPUT PRODUCTION
J Reveals patterns J All knowledge captured during WHEN TO USE

J Reveals relationships Modes Know context and
J Groups of statistics that show
meet people
J Structure existing knowledge patterns and
J Facilitates discussion relationships
WHAT IT does STEP 2: Perform a sample sort and
achieve alignment in the grouping logic.

The method begins with the compilation of
Write information statements on sticky
all the knowledge that we have generated
notes. As a team, begin grouping these
from the research. We wrote information
statements of information on a wall or table
statements on sticky notes and began
surface. Discuss the logic you are using to
sorting them to find an agreed-upon
group them. A common logic that is often
grouping logic. Once the team agrees on
used is how one perception is "similar" to
this clustering logic, we draw on all the
another in terms of the meanings they
insights to reveal interesting clustering
share. Achieve alignment on this grouping
patterns. Analyzing these grouping patterns
logic.
not only gives us a better understanding of
the topic, but also provides a solid
foundation for generating concepts. To get
the most out of this method, we should use
a manageable amount of knowledge, no
more than 100 knowledge for a small
project. This method is a fast and
approximate analog version of matrix
classification based on digital
spreadsheets.
type A type B type C

HOW IT WORKS
STEP 1: Gather information statements.
Gather all the information

type D
order E
statements you have generated
from the research. If you have
4.2 CLASSIFICATION OF
not yet generated insights,
review your observations and
PERSPECTIVES
other research findings and
generate them. Insights are
interpretations of what you have
observed in your research
about people and context that
reveal something non-obvious,
surprising, and valuable to your
project. Write statements of
information as one or two
phrases or sentences.
METHODS |142

STEP 3: Information statements about
clusters and inmates.
Complete the clustering activity
according to the agreed-upon clustering
logic. Discuss and gain a shared
understanding of why all the information
statements in a group are grouped
together. Group and regroup if
necessary until you reach a stable
grouping pattern.
STEP 4: Define the clusters.

Discuss knowledge clusters and
recognize why they are grouped that
way. Define each group and describe its
general characteristics. Assign a short
title to each group.
STEP 5: Discuss next steps.
Document the patterns. Discuss with your
team members how these grouping
patterns can be valuable for later stages of
the project. Are the knowledge groups
complete enough to address the project
comprehensively? Are there any apparent
gaps that need to be filled? Are the groups
defined well enough to generate design
principles? Can groups be used as criteria
to evaluate and refine concepts?

4.3 user observation
Database queries
Make requests to databases containing observations and obtain responses
Common to all Only

EXAMPLE PROJECT:
Global Cooking Platform (2007)
Storage Energy sources
Specific cooking
With all the cultural diversity around the world, some basic activities, like
Dedicated storage
3:
processes
(p. e.g. grilling, frying, cooking, are a common thread between all of us. A team from the IIT
Dry and cold storage
steaming)
temperature Institute of Design began a project with the aim of envisioning a global
Socioeconomic
cooking platform, focusing on the commonalities of cooking activities
across cultures, while having the flexibility to be customized to suit
nuances. local. With just four months to complete the project with such a
broad scope, the project team decided to pull information from IIT Institute
cultural fac
Multifunctionality (for example, of Design's proprietary user observations database, which had data from
keeping
edible according to
Jewish law)
Adaptability several completed research projects. From this comprehensive database,
Volume and
frequency or
Social/family use the team selected six discrete studies spanning 2 years, 3 countries, and
38 households that covered different areas of home life activities, including
healthy eating, kitchen-focused activities, design/renovation processes.
kitchens and entertainment. The final sample for analysis comprised
research data from 12 different households in Chicago; 20 in
Johannesburg and Cape Town, South Africa; and 6 in New Delhi and
Mumbai, India.
The team searched this segment of the database with several

queries. Some of the consultations were aimed at revealing
commonalities or differences between culinary activities in different
cultures. The team selected and compiled the most relevant insights
to create a global cuisine platform. One of the ideas they found
common to all cultures was the kitchen as a flexible and social
environment and a space that adapts to different tasks. They also
discovered insights into the differences in these cultures. For
example, the need for temporary, dedicated storage was common to
all. But the need for energy sources varied dramatically depending
on the unique and different cooking processes and the unique
socioeconomic limitations of families in these cultures. The team
further derived design principles, both common and unique to
cultures,
METHODS ||
143
BENEFITS INPUT PRODUCTION WHEN TO USE
J Allows systematic analysis J User comments J Statistics about the user
J Promotes completeness Database with a critical mass of behavior patterns
J Handles large data sets J Understanding the

research data J Guesses about user
J Reveals patterns breadth of data collected
behaviors
guesses.
WHAT IT does
For example, if your previous research
Observational Queries is a method that
results lead you to surmise that breakfast
uses a database such as the User
is primarily eaten on the way to school or
Observations Database, a continuously
work, your query might include keywords
updated collection of user observations
such as "breakfast," "takeout," "morning,"
and knowledge collected from research
“scroll,” and other similar words.
projects around the world that can be
searched using keywords. In this
database, users' observations are
organized with their photos/videos/field
notes, descriptions, quotes, activities and
related knowledge. Observations are also
tagged with keywords from frameworks
such as POEMS (people, objects,
environments, messages, and services).
We send queries to the database based
on our guesses about possible
behaviors. For example, if we have a
conjecture that the presence of
televisions in the kitchen affects cooking
4.3 USER OBSERVATION DATABASE QUERIES

behaviors, we could enter a keyword
query to find all observations with “family
members in kitchens watching televisions
and cooking” and look at the results. We
can review the observations found in
detail, look for patterns in these
observations, test the validity of our
conjectures and obtain valuable
information.
HOW IT WORKS
STEP 1: Capture the guesswork.

Consult the research results of the Meet
People and Learn Project Context modes
to make statements about your guesses,
behaviors that you think might happen.
STEP 2: List keywords that relate to your

METHODS ||
144
STEP 3: Submit inquiries.
Open the user's observations database and
submit your word combinations as queries for
searching.
STEP 4: Review the query results.
Review the search results as a
spreadsheet that organizes all found
observations into rows along with their
related photos/videos/field notes,
descriptions, quotes, activities, ideas,
and tags. Look for patterns in the
observations found. See if these patterns
match your guesses. Capture your
insights.
STEP 5: Modify the queries and

repeat the search.
Modify your guess with a different set of
keywords and repeat the process to gain
additional information. Try a new query
based on another guess.
STEP 6: Summarize findings

and discuss.
Prepare a summary document showing the
results of all queries and key insights. Share
them with team members and discuss your
learning. Were your guesses verified? What
patterns of behavior emerged? Does the
database have enough research data to
reliably reveal new insights? Is any additional
research needed?
4.4 User response analysis
Analyze responses from research participants to understand patterns and gain insights
EXAMPLE PROJECT: Women Shopping Online

(2010)
The emergence of online user research platforms has created quick
access to more data, resulting in greater data complexity. A
communication design workshop at the IIT Institute of Design explored
different analytical methods for efficient and effective management of
these large data sets, as well as information design principles for
communicating research results. Students worked individually using
Revelation, an online research platform that collected a large set of
qualitative data on how working women use the Internet to care for their
families.
The team downloaded the raw data from the online database to an Excel
spreadsheet to perform User Response Analysis. Each student also
began by taking a point of view of what they wanted to understand from
the data. One student decided to start by understanding who buys online
and offline, and what and for whom they bought. These three questions
formed the first data filters in the spreadsheet. As she analyzed the
responses for these women's shoppers, she began color-coding them into
categories of "I" in green, if the women were shopping for themselves, and
"we" in blue, if they were shopping for family. . Insights about women at
different stages of life began to emerge showing that young wives spend
the same amount of time shopping for themselves and their husbands,
moms with children prefer the flexibility of online shopping. and
grandmothers preferred to buy and treat others than buy for themselves.
Color-coding the responses amplified the visual image of “I” versus “we”
purchasing behaviors. This supported their design concepts for “me”
shoppers developed for a mid-luxury retailer. These concepts were
intended to help “me” shoppers connect with their families and friends, get
the best quality to get the best deal, and feel more in control by being an
efficient and organized shopper.

METHODS |145

WHEN TO USE
J Allows systematic analysis J Large sets of J Perspectives on patterns

J Handles large data sets user response data in user responses
J Remains based on research

J Organize information for easy access
J Reveals patterns
WHAT IT does STEP 3: Determine the types of searches to perform.

Determine whether you want to conduct a broad or focused keyword search. For example, a
User response analysis is a method that uses data visualization techniques, such as color and
keyword search that uses the word "shopping" may return results that are too general for
size, to analyze large amounts of qualitative data collected from user surveys, questionnaires,
interviews, and other ethnographic research methods. This method takes all the text-based analysis. Additional keywords like “groceries” or “high-end retailers” may yield results more suited
qualitative data from ethnographic research, what users have said, and enters it into a to your goal.
spreadsheet for data manipulation using keyword filters, data organization by arranging the STEP 4: Visually encode the query results.
information into columns, and specific rows and visual coding using colors. to identify patterns. Use visual techniques such as color, shapes, and size to highlight patterns found in your results.
The visual approach helps you discover patterns from data and find insights into what matters For example, user responses can be color-coded based on the user's age, gender, or type of
most to users. responses. Visual coding creates a macroview that displays visual groups from which new
relationships can be understood.

HOW IT WORKS
STEP 5: Analyze the visualization for patterns and insights. Analyze the visual map for
STEP 1: Gather user research data into a spreadsheet.
similarities and differences, such as a disproportionate number of entries
Gather user research from questionnaires, interview transcripts, surveys, and more and enter
between two data sets. For example, a visualization comparing how different
them into a spreadsheet.
age groups of women spend time online shows that more women in their
STEP 2: Reduce and organize the data.
40s spend time on online banking sites than women in their 20s or 30s. Gain
Determine what you want to analyze, such as an entire group, a segment of
insight by exploring similarities and differences in groups of visual data and
a group (based on activity type, age, gender, frequency of use), or simply
asking probing questions about what might influence them.
individual responses. Choose topics to compare. These could be specific
questions asked in questionnaires, themes that emerged in interviews, or STEP 6: Document the ideas.
some other dimension. Create a table to organize the data with user Summarize your analysis and insights and share them among team
categories as row headings and comparison topics as column headings. members. Include information that indicates the need for
additional analysis.
4.4 USER RESPONSE ANALYSIS

ERAF systems diagram
Diagram and analyze entities, relationships, attributes and flows
EXAMPLE PROJECT: NHL Hockey (2008)
What makes a sports fan a sports fan? What motivates a person to
participate in professional sports? By asking these questions, a team of
students from the IIT Institute of Design identified areas of opportunity for
hockey that would increase the sport's fan base.
After an initial examination of the context surrounding the National
Hockey League (NHL), the team recognized the impact of media and
advertising on the level of fan engagement and, using the ERAF
Systems Diagram method, evaluated the relationship between the NHL
and its fans through the media and advertising channels. The ERAF
systems diagram highlighted the complex system of interactions
between hockey fans, the league, the physical environment, advertising,
media and marketing. While it was evident that each of the entities
played an important role in all parts of the NHL fan journey, the ERAF
systems diagram helped the team develop insights such as the
disconnect between the NHL and its fans as a result of their indirect and
mediated interactions. Insights into this disconnect led the team to
develop two key design principles: indoctrinate fans as early in their lives
as possible and highlight the positive elements of hockey's exclusivity
and dispel cultural misconceptions.

METHODS ||
147
J Captures current conditions J Context and user J Schematic
J Create an overview research data visualization of the
J Promotes shared understanding context under study
J Reveals relationships
J Structure existing knowledge
J View information
WHAT IT does flows, which show inputs and outputs, feedback loops, or parallel processes
that indicate how things move through the system.
The ERAF systems diagram is a method of creating high-level systems views of the
The ERAF systems diagram works on two levels: it is synthetic in the sense that
context being explored. It helps us think about all the elements of a system and their
information gathered through research is brought together in a single systems
interactions with each other. Regardless of the project, any system can be
diagram, and it is analytical in the sense that the study of the diagram points to
understood basically by studying it as a set of entities, relationships, attributes and
problems or existing, emerging or potential imbalances. , missing entities and other
flows.
gaps.
Entities are the definable parts of the system. They can be seen as
the "nouns" present in the system, such as people, places and
things. Examples of physical entities could be students, schools, or HOW IT WORKS
books. Conceptual entities can include abstractions such as
STEP 1: Identify the system entities.
projects, problems, or goals.
Include only those entities that have a significant impact on your project.
Relationships describe how entities connect to each other. Relationships can be When identifying entities, keep in mind the analogy that they are the
thought of as the “verbs” that describe the nature of the connection. A diagram of the nouns of the system. List people, places, things, organizations, and the
retail industry could indicate the relationship between fashion designers and retail like that comprehensively cover the context you want to analyze. Draw
buyers, with the relationship defined as "fashion designers inspire buyers." circles to represent these entities and label them.
Relationships can be measured in the sense that a value can be assigned to them. STEP 2: Define relationships and flows between entities.
Draw lines to show relationships and arrows for the flows in the diagram. Add text labels to
describe these relationships and flows.

Attributes are defining characteristics of any entity or relationship. Because they
are descriptive, they function like the "adjectives" in the system. Qualitative STEP 3: Define the attributes of the entities.
attributes include names, brands, or perceptions as favorable or unfavorable. Identify the attributes that are important to know for the project. Represent them as
Quantitative attributes are age, size, cost, duration, or other dimensions that smaller circles and add labels. For detailed analysis, also enter the attribute values;
for example, income, age, etc.

can be measured as quantities.
STEP 4: Refine the network diagram.
The resulting overview diagram will show you the context as a set of entities,
Flows are the directional relationships between entities. They are
4.5 ERAF SYSTEMS DIAGRAM

relationships, attributes, and flows. Review the diagram as a team to ensure
like "prepositions" in the sense that they indicate "to and from,"
that all of these elements are captured and comprehensively described in
"before and after," or "in and out." Flows take two forms: temporal
this systems diagram.
flows, which indicate sequence and are linked to time, and process
4.5D ERAF systems diagram (continued)
STEP 5: Analyze the diagram.

Study the ERAF systems diagram to diagnose the current
state of the context. As you review the system diagram, look
for gaps, disconnections, missing entities, missing
relationships, or other aspects of the system that are a
problem or have the potential to become one. Generate a list
of these deficiencies.
STEP 6: Discuss the diagram and draw

ideas.
Are there major disconnects? Are there opportunities to create
new entities? Can new relationships be established to create
additional value? Are there weak entities that need attention?
Share these visualizations and insights with your team
members and develop an action plan for next steps.
14
8
4.5 ERAF SYSTEMS DIAGRAM
4.6 Web of descriptive value
Construct a network diagram that shows how value is created
and exchanged in the context.
EXAMPLE PROJECT:
Safeguarding endangered cultural heritage sites (2008)
A California-based nonprofit seeking to protect endangered cultural heritage sites in the
developing world commissioned a team from the IIT Institute of Design to prescribe new strategic
opportunities to extend its mission and engage new visitors.
By researching the many stakeholders the organization regularly worked with, the team created a
Descriptive Value Web to better understand how the nonprofit was connected to the various
r
actors and what values were shared or exchanged between them. These exchanges included
transfers of funds, different offers, knowledge and physical resources. The value web helped show
entities that remained well aligned, while exposing the underlying motivations of stakeholders.
Additionally, the value web helped the team explore new potential stakeholders, such as book
publishers, and visualize how new values would flow to and from existing entities. In doing so,
the team also promoted an internal discussion about these newly identified potential
stakeholders. The team also used Descriptive Web as a central tool during their client
presentation; both to show the value connections of the stakeholders and to visualize the
proposed solution with the new entities.
Google
ESRI
Autodesk
Leica
Cultural Heritage
Organization
board of directors
trustees advisory
board
METHODS |151

WHEN TO USE
J Captures current conditions J Context research and user data J A network diagram displaying
J Gives focus to the process relevant
J List of key stakeholders interested parties and
J Promotes shared understanding
in the current context existing value exchanges between
they
J View information
WHAT IT does Combine the information from Steps 1 and 2 into a preliminary network
A descriptive value Web visualizes the existing set of relationships between

diagram that represents your understanding of current conditions. This
stakeholders in a given context, showing how value is exchanged and how it flows initial website should serve as a sketch for further discussion and
through the system. It is most often represented as a network diagram in which analysis.
stakeholders are presented as nodes connected by links with descriptions of what
value flows from one node to another. Common value streams include: money,
information, materials and services. Descriptive value websites should be viewed as
snapshots of a dynamic system and should therefore be reviewed and developed as
new information becomes available. A descriptive web value is used in analysis
mode to understand the state of current conditions, while a prescriptive web value is
created in synthesis mode to describe possible future states.
HOW IT WORKS
STEP 1: List all relevant stakeholders in the given context.
Stakeholders should include competing organizations, complementary organizations,
suppliers, distributors, customers, relevant government agencies, and other entities
that derive value from current conditions.
STEP 2: Determine the relevant value streams.
Keep in mind that money is not always a given flow of value. Consider flows of
2 4 .3 6 P D U ES B C L R IC I A P A G TI I O V n e S V R A e R S C
information, materials, services and other intangible values such as reputation. For
example, projects designed for social good have different values, such as
opportunity, access to social services, or socially uplifting influences.
STEP 3: Draw an initial value network.
eiHBiAW
METHODS |152
Make sure all nodes and links are clearly labeled so that someone viewing the web for the first time
can quickly understand the nature of the values being exchanged.
STEP 4: Analyze the value web.

Ask questions to fully understand the dynamics of the value network.
Where is value fundamentally created? Which stakeholders have
dominance? What control client interface? What do they control
intellectual property? Where are the inefficiencies in the system? Where
are the gaps? Are there imbalances in the way value flows? Discuss
these and other questions as a team and document your knowledge.
STEP 5: Review and refine the value network.

Through discussions between team members and external experts, refine the value
network until you reach a consensus that it reflects the current state. Be sure to save
all iterations so that anyone participating in the discussion at a later time can follow
the reasoning behind your description. Since current conditions change all the time,
plan to review the value network regularly throughout the project as you will be
informed of additional information.

EXAMPLE PROJECT:
Buying cars in India (2008)
In 2008, a team from the IIT Institute of Design worked on a
project to understand the car-buying motivations of people in
entity position apa

Plot features on a position map to analyze their distribution and
grouping patterns India who buy their primary car and identify ways to facilitate
and improve the car-buying process.
One aspect the team looked at was the availability of cars in
the Indian market. To assess potential innovation
opportunities, the team used an Entity Position Map with
axes representing car size (large vs. small) and car type
(utility vs. indulgence). By placing each car within these
extremes, the team saw how the cars related to each other.
They then related the distribution and clustering patterns to
McKinsey's customer group model based on household
income in the Indian market that included buyer groups such
as rich, climbers, strivers and seekers. The team uncovered
insights for each of these four buyer groups. For example,
clustering analysis showed that fighters had a limited
selection in car size and type, leaving them with only the
option of compact cars. This revealed an area of opportunity
in the market for larger, fighter-focused utility sedans.
Another idea was the lack of a prominent presence for
lenient covenants. If introduced widely, these cars could find
a potential buyer among fighters, climbers and the rich. The
team built on these insights and conducted further research
to identify car buyers' motivations, flaws in the purchasing
process,
Utility
METHODS |153
J Map of entities positioned according to two scales of attributes that WHEN TO USE
reveal knowledge and areas of opportunity
J Create an overview J List of entities to be
J Facilitates comparison compared
J Identify opportunities WHAT and organizations.
J Improves IT does STEP 2: Determine the

communication Feature attributes to compare.
J View information
position mapping is a method for Select two attributes related to the
analyzing how features are entities that you think would be
grouped relative to two intersecting most useful for the analysis. For
attribute scales. Each feature is example, for a study about cars,
plotted within the boundaries of the you might choose "size" and "use"
position map. The method helps as attributes. Convert these
illuminate not only where entities attributes into scales, for example,
fall within this defined space, but "small versus large" and "helpful
their position relative to each other. versus indulgent." Create a
Once the entities have been position map using these two
represented, mainly five types of scales.
analysis can be performed.

STEP 3: Create a position
map and plot features.
HOW IT WORKS
First, find the features that are
STEP 1: Identify entities to
likely to occupy the most extreme
compare.
corners of the position map and
The most commonly analyzed
plot them. These entities,
entities are products, services,
4.7 POSITION MAP OF THE ENTITIES
technologies, users, activities, therefore, establish the boundary
places, innovation cases, brands conditions for the context. Place

METHODS |154

the remaining features on the affinities between them.
Represent groupings by
position map. The resulting
drawing a circle around them
constellation becomes the basis of and write ideas.
Gap Analysis: It is equally important to
the analysis.
analyze where entities are not
STEP 4: Analyze the clustering. Do the gaps represent
position map. unmet needs or areas of potential
opportunity? What if something about

Extreme Analysis: Study
the existing conditions makes them
features located at the
inhospitable to entities?
extreme edges and corners
Migration analysis: Identify those
of the map. Look for any
entities that may occupy a different
patterns and look for
position on the map over time. Use
information.
arrows to indicate this migration on
Cluster Analysis: Clusters will be
the map. How do these migrations
concentrations of features on the map
affect other entities and the general
that suggest commonalities or
context?
Quadrant Analysis: What are the
common characteristics of the
entities found within each
quadrant? How are they different
from entities in other quadrants?
Do entities located in a quadrant
point to any unique characteristics
of that quadrant, in addition to what
is known from attribute scales?
STEP 5: Share ideas

and discuss.
Gather ideas and findings and
prepare summary documents.
Share with team members
and discuss.
4.8 Venn Diagrams
Diagramming to analyze groups of overlapping entities
EXAMPLE PROJECT: Rehabilitation Network (2001)

WAS
A team of students on a Design Analysis project at the IIT Institute of Design sought to analyze a Midwest alliance of community-based development organizations
that provides safe, affordable housing. The objective of this project was to analyze and understand the interactions, structures and motivations of these social service
organizations. The team wanted to conclude the project with some defined opportunity areas and knowledge of techniques to achieve them.
They conducted a membership analysis of the alliance to better understand the types of organizations that comprised it. The analysis revealed four initial groups of
organizations: housing development corporations, religious organizations, special interest groups, and distant affiliations. Using these groups, the team created a
Venn Diagram around the alliance organizations. As the diagram was developed, team discussions led to the identification of an additional group, Neighborhood
Associations. The team determined that neighborhood associations were more audience-focused, while housing development corporations were more housing-
focused. The housing and hearing focal points became the main overlapping circles in the Venn diagram and the Special Interest Groups overlapped each other.
Distant affiliations and religious organizations fall outside these circles, but within the general category that encompasses social interests. The team didn't just fit the
groups into the circles of the Venn diagram, but formed the diagram from the bottom up around the groups. The Venn diagramming method provided the team with a
'uhoxl.
Accommodation
Development
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Metropolitan Housing Dev century
Dev. Corporation place. Corp.
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Corporation chnology
Special interest groups Access to life

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Deborah's place
Metro Agency Develop. Corp
Program Services Chicago Coalition Christian circle
for the Homeless Develop. Corp.
new Bethel
Focus on the audience
Cl retians
• Plaza Logan Asso Associates
Neighborhood.
Jewish
Council
Neighborhood Urban affairs
Base
Associations
anizations
METHODS |155
J Facilitates comparison WHEN TO USE

J Identify opportunities
J Improves communication J Sets of entities based J A diagram showing
overlapping groups of
J Reveals relationships about the research results
entities
J View information
WHAT IT does generally

benefit from seeing overlays
Venn Diagramming is an
are products, services,
effective method for analyzing
technologies, users, places,
overlaps between two or
brands, and organizations.
more groups of entities. The
most common context in STEP 2: Entity Clusters and
Overlay Clusters.
which the method is used is
When you start grouping the
industry-level analysis. For
entities one by one, place the
example, if examining
related entities together as
innovations in the video game
groups and draw circles
industry, it would be
around them. If you find that
beneficial to understand the
some entities are common to
overlaps between
two or more groups, place
developments in the
them at the intersection of
electronics, entertainment,
those groups by drawing
and computing industries.
overlapping circles. When
Venn diagrams use
you add a new entity to the
visualizations with
set, decide whether they
overlapping circles. The
should be placed outside the
inside of a circle represents
circles, inside the circles, or
entities in that group, while
inside the intersections
the outside represents
between circles, depending on
entities that are not members
their relationship. Build the entire
of that group. Venn diagrams
Venn diagram this way so that
generally allow for no more patterns of grouping and
than three or four overlapping overlapping emerge.
groups; Beyond this, the

STEP 3: Analyze clusters and
diagram becomes difficult to
overlaps.
read and complicated to Analyze clusters: Understand
understand. cluster entities and label
them.
HOW IT WORKS
Analyze Overlays: Focus on the
STEP 1: Identify entities to
entities in the overlays and
group and overlay.
understand their meaning.
Although the type of entities
Analyze outliers: Understand
you want to group and
the meaning of unconnected
overlay depends on the
entities that are outside of
project, the entities that
METHODS |156

clusters.
STEP 4: Share ideas

and discuss.
Gather knowledge and prepare
summary documents. Share with
team members and discuss. How
critically significant are the entities
in the overlays as they affect
multiple clusters? Are there
opportunities to increase or reduce
overlaps?
Overlays
Group A B Group
4.8 VENN DIAGRAM
EI Group C Entities
T
Isolated part
Entities
tree / Semi-lattice
Layout
Diagramming to analyze related entities in hierarchies
Social development
EXAMPLE PROJECT: Future of life (2009)
The convergence of trends in population growth, climate change and resource
Civic participation Community participation Family support depletion will undoubtedly have an impact on our lifestyles. Using structured
planning principles, IIT Institute of Design students developed self-sufficient
homes for the future that integrate support for human aspirations.
Organize Community building Nourish Help Amusing
In the first phase of the project, student teams worked on five segments
14. Adapt to 19. Innovate 26. Support 32. Detect 40. Adapt the space
Community Land use Breeding Anomalies in for Social (resource provision, environmental management, biological support, personal
Standards Routine Rituals
20. Develop 27. Anime
development and social development) that the new housing system must
15. Link Public spaces Expression 41. Provide space
33. Integrate Physical
for address. Through contextual research, each team working on a segment
Public 21. Cultivate 28. Support Attendance Family activities
Information
Shared Family 34. Reply to 42. Afford identified the critical problems of their segment and established the different
16. Outline Reference Communications
Elderly / Child Entertainment
Property Material 29. Animate Warning signs Options users, activities and functions that occur in that segment. The analysis of all
Boundaries 22. Support Socially 35. Support 43. Provide access
17. Preserve Local Economic Healthy Space to the community activities resulted in a function structure comprising different modes under
Community Drivers Practices Reconfiguration Occupations
which different activities and functions are represented.
Resources 23. Allow 30. Support 36. Guide 44. Decorate
18. Map Interdependence Elderly care Emergency Space for
Answer Celebration
Community 24. Contribute to 31. Provide
Assets Creative 37. Promote Each team used a Semi-Lattice Diagram to build their function structure. For
Public security
Environment Autonomy
25. Build 38. Coordinate example, the social development team constructed theirs showing family
Community Schedules
Trust support, community participation, and civic participation as three main ways in
39. Ease
1k Strain which social development will be crucial to the housing system. The team then
determined the critical activities that occur in each mode. For the family
support mode, the key social development activities were parenting,
assistance, and entertainment, under which they defined the specific functions
that people would perform. They identified that people involved in parenting
activity would need to perform specific functions such as supporting parenting,
family communications, and elder care, as well as encouraging self-
expression.
The role structures for the five segments served as input for phase two of the
project which used two proprietary computer programs to establish the links
between the different activities and elements for the proposed solutions.
METHODS ||
157
BENEFITS YOUR INPUT PRODUCTION WHEN TO USE
J Create an overview J Set of entities and an J A diagram that visualizes
J Improves understanding of
related entities together in
communication hierarchies
their relationships based on
J Reveals relationships research results
J View information
WHAT IT does with the highest level of entities. Represent features as points or circles and
connect child features to parent features with lines.

Tree and semi-lattice diagrams are good for analyzing the
hierarchical nature of relationships between entities. In a tree STEP 3: Analyze the diagram.
diagram, a child entity can have only one parent entity and What can we learn from the tree/semi-trellis shape with its
therefore the branches are clearly separated. In a semi-lattice branching patterns? Are there branches that are clearly denser or
diagram, a child can have more than one parent and therefore thinner than others? Or is the tree/half-trellis balanced? Are there
branches can intersect. For example, a company's "org chart" is missing entities or relationships? Are the entities distinct enough
typically represented as a tree diagram presenting the role to be at those levels? If there are many cross-links in the semi-
structures of people, from the CEO to senior management, lattice, what do they mean? Does the tree/half-trellis reflect your
directors and middle managers, etc. But, if individual middle understanding of the context? Capture these insights and display
managers report to more than one director, then the them in relation to the tree/semi-lattice diagram.
representation is a semi-lattice diagram. In a tree/semi-lattice
diagram, points or circles represent entities and lines show
connections between them. For ease of reading,
STEP 4: Share ideas and discuss.
Prepare documents that summarize the knowledge gained through the
The Tree/Semi-Lattice Diagram method is most useful for data

analysis. Share with team members and discuss how the existing hierarchy 4.
where entities have hierarchies, and understanding level
affects the context and where opportunities for concepts can be found. 9
differences is important to gain insight into context.
found. T
R
HOW IT WORKS E
STEP 1: Identify entities at various levels. E
List all lower level entities. These are the most fundamental components of the DI
system. For example, if you diagram people's purchasing behaviors, their specific A
tasks (e.g., making a shopping list) will be at the lowest level, their activities (e.g.,
semi-network tree G
making payments) below. and its modes (e.g. shopping) at the highest level.
R
STEP 2: Build the tree diagram. level 1 A
entities
Build the tree diagram from the bottom up starting with the lowest level of entities or M
starting from the top down /
Level 2 S
entities
E
MI
-
level 3
entities 0680 L
A
TI
clustering matrix
symmetrical
Group entities into a set based on the relationships between them
EXAMPLE PROJECT:
Analyzing corner stores (2009)
In this project, a team of students set out to analyze corner stores defined
as small, independently owned and operated convenience stores in urban
settings. Its objectives were to understand customers' choice motivations
when choosing particular stores and to help a group of independent corner
store owners increase revenue by aligning with customer needs and
increasing loyalty among shoppers.
To understand shoppers' motivations, the team

surveyed 100 convenience store shoppers and
extracted 23 key motivations that drove them to
different stores. To understand how these different
motivations relate to each other and the higher-level
drivers behind them, the team ran the list through a
Symmetric Clustering Matrix, scoring each relationship
between motivations on a scale of 0 to 3, where 0 has
the weakest relationship and 3 the strongest. For
example, “Sense of loyalty” and “Product and store
quality” were rated 3, as product and store quality
fostered greater shopper loyalty. On the other hand,
"Price" and "Personalization" were scored 0, since
these two motivations are usually not related to each
other in a customer's choice. After scoring each
relationship, the matrix was arranged, making the
motivation groups visible. The team then discussed
these groups, defined them, and named them
according to the commonalities between them. The
resulting motivation clusters were: Quality (perceptions
of store condition and product offerings), Specialty
Items (the nature of the offering and staff experience),
METHODS ||
159
BENEFITS YOUR INPUT PRODUCTION WHEN TO USE
J Allows systematic analysis J Set of entities based on research results J Clusters of entities based on
strengths of individual
J Promotes completeness J A matrix tool for scoring and sorting relationships
J Gives focus to the process
J Insights into patterns between
J Handles large data sets entities
J Makes the process transparent
J Reveals patterns
relationships to consider are complementary (how one entity
WHAT IT does
complements another), support (how one entity supports another),
This method allows us to take a set of entities collected during the investigation and
and frequency (how often one entity occurs with another).
see how they are grouped based on their relationships. Seeing these grouping
patterns from unstructured lists of entities is useful because they reveal high-level STEP 3: Determine a rating scale to measure relationships between entities.
order and help us develop frameworks to drive concept exploration.
The most commonly used scale has four steps: 0 means no relationship between
For example, a project on “personal finance” might begin by analyzing people's entities, 1 means minimum relationship, 2 means medium relationship, and 3 means
activities around money. Through research, we may have identified that people set maximum relationship. Depending on the scoring sensitivity needed, the scale can
different financial goals, for example, "invest in a retirement program" or "buy a vary from a binary scale (0 or
house." The question is how do these goals relate to each other, and are there
1) to an even one with nine steps ( -4, -3, -2, -1, 0, + 1, + 2, + 3, + 4).
higher-level patterns that tell us something useful? To understand this, we must
It is a good idea to color code the cells of the matrix according to the corresponding scores.
compare each objective with others and look at groups. This is where the Symmetric For example, lighter grays for lower scores and darker grays for higher scores.
Clustering Matrix helps. Using the matrix, targets can be compared to evaluate their
similarity. They can be grouped and sorted to clarify how they are similar. The
objective groups will indicate a broader framework for “personal finance”, revealing
insights, providing clarity and helping us find opportunities for innovation.
4.10 SYMMETRIC GROUPING MATRIX

HOW IT WORKS
STEP 1: List the entities for the grouping.
List the type of entities you want to compare with each other to find clustering
patterns. Examples of possible lists are: (1) Activities, experiences, roles, needs,
problems, challenges, goals, motivations or other similar lists of the people in the
Meet People mode; (2) Context elements such as products, services, places,
functions , features, problems, challenges, and other similar lists in Know
Context mode.
List the entities of the research results, for example, a list of "people's goals in
personal finance." Make sure all the items on your list belong to the same level. For
example, “investing in a retirement plan” and “buying a house” are at the same level,
but “writing checks to buy books” may be too detailed to be included at this level.
Normalize the entire list this way, working as a team. Confirm that the list is also
complete and representative of the entire context.
STEP 2: Determine the relationship between entities.

A more commonly used relationship is similarity which measures
how one entity in the list is similar to another. Other examples of
STEP 4: Create a symmetric array.
4.10 symmetric clustering matrix (continued)

Create a spreadsheet with a square symmetric matrix. For this, enter the
same list of entities as row and column headers. Each cell in this matrix
represents a relationship between two corresponding entities.
STEP 5: Rate the relationships.

Enter a relationship score in each cell of the matrix. Scoring is best done in a group to reduce
bias and achieve as objective a score as possible. At a minimum, spend the first hour as a
group doing test scoring so that all team members gain a shared understanding of the logic
and scoring range. After this test, reboot and do the actual scoring. The scoring activity can
be time consuming and may need to be split as the size of the array increases.
STEP 6: Sort the array.

For small matrices (up to 30 × 30), you can do manual sorting of the matrix by
changing the position of the columns and rows in the matrix so that two rows or
columns with similar scores are kept next to each other. After a few column and row Relationship scores between items in
changes this way, you can see the entities reorder to reveal clusters. For larger the same list
arrays (more than 30) it is best to use the available statistical algorithms to sort the
array by efficiency.
STEP 7: Identify the clusters.
After sorting the matrix, take a step back and look at the entire matrix
and see how many groups of entities can be identified visually. In a
symmetric matrix, remember that the matrix is symmetric along the
diagonal of the matrix. Therefore, groups will be formed along the
diagonal of the matrix. Identify a significant and manageable number of
groups. For 100 100, it is a good idea to define 10 to 15 clusters. If
necessary, it can also recognize 3 to 6 higher-level clusters.
STEP 8: Define and name the groups.

Ask questions like: What makes the entities in this cluster belong
together as a group? Why is this group different from other groups?
Discuss as a group and define each group based on the similarity
between entities. Label each group appropriately.
STEP 9: Capture information and create frames. Capture

information on clustering patterns. Are the groups the same size and
density? If their density and size vary a lot, what does that mean? What
can be learned from the different levels of groupings? If there are large
overlaps between groups, what does that mean? Discuss clustering
patterns and refine them as useful frameworks for concept generation.

Summarize findings and share them with team members and other
stakeholders. Discuss the frameworks and use the comments to revise
your analysis. Document Mind your process and results.
16
0
ionic of loyalty
price quality froshnoss
deanlincss varoty soledtion
spadalty oxporenco
customizes bility consistoney
oo • • • • "k 9M oB-
predicability eravings
ovu~uuo auuisutue
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hour borgains manageability
sarvices
faminar wath ovnor

connection to neighbor
characters
Dbhmaprt local bz
4.10 SYMMETRIC GROUPING MATRIX

4.11 clustering matrix
ween entities into one
EXAMPLE PROJECT: Air Travel: Design Analysis (2007)

As part of a design analysis project at the IIT Institute of Design, a team of students explored the current air travel experience, analyzing airline offerings and the needs of various travelers. The team
began by conducting primary and secondary research on air travelers and the airline industry. From this research, they obtained a list of airline offers, such as competitive prices, miles program and
self check-in; and passenger values such as convenience, punctuality and comfort.
To understand the relationships between airline offers and passenger values, the team built an Asymmetric Clustering Matrix , where they
compared items from one list to the other. After sorting the matrix, the team analyzed the result and came up with seven groups. Through closer
analysis, three high-level clusters emerged that matched how passengers valued airline offerings: feeling at home, monetary value, and
efficiency. By taking a step back, looking at the patterns in the asymmetric matrix, and analyzing them, the team was also able to identify many
insights related to the clusters they found. For example, an idea related to the cluster feeling at home was: “Flying is considered more luxurious
the more it resembles the concepts of home, dining room, and cinema.” Another insight was: “Airline passengers value the ability to personalize
their travel experiences.
Passenger values
Value vs.
Offerings
club room 2 0 0 0 3 0 0 1 33
Activity Feel like home
2 1 0 0 3 0 0 0 1 1
AC power
2 3 0
Internet 2 2 0 0 3 0 0 0 0 1
Video
Audio 0 1 0 1 2 0 0 0 1 1
0 0 1 0 0 0 1
leg room 0 2 0 0 0 0 0 0 2 3
Personal space
Seat comfort 0 2 0 0 0 0 0 0 2 3
Pillows/blankets 1 0 0 0 0 0 0 0 1 3
Storage area 1 1 0 0 0 0 0 0 1 2
Seat selection 2 1 1 2 0 0 0 0 13
Empowerment
2 1 1 1 1 0 0 0 33
Drink Class 0 0 22
Upgrades 1 2 0 1 0 0 0 2 22
Meal
1 2 1 1 0 0
mileage program 0232000220 0332100010 Monetary value
Benefits
Rewards
Competitive price 1 3 3 1 0 0 1 1 0 0
3 0 Economic
Online presence 3 3 2 0 2 1 0 0 Sciences
3 0
Package Offers 3 3 2 0 0 0 0 0 0
Offer notices 1 0 0 2 0
Air alliances 2 2 1 2 0 0 0 1 0 0
Accessibility Efficiency
Mileage statements 2 0 0 2 0 0 0 0 0 0
Self check-in
3 0 0 2 0 2 0 0 0 0
Electronic billing
3 0 0 2 0 2 0 0 0 0
Alerts
3 0 0 1 0 2 0 1 0 0
Embarkation/
disembarkation 3 1 0 0 0 2 0 0 3 2
Logistics
Baggage allowance 2 1 0 0 0 1 0 0 0 1
Number of exits 3 0 0 0 0 1 3 0 0 0
Airport location 3 3 0 0 0 0 2 0 0 0
METHODS ||
163
WHEN TO USE
J Allows systematic analysis J Two sets of entities based on research results
J Entity clusters based on •
o
J Promotes completeness J A matrix tool for scoring and sorting strength of relationships between them
r
J Facilitates comparison
J Handles large data sets O o
J Makes the process transparent r eit
o
J Reveals patterns
J Reveals relationships he
J View information
J Perspectives on the relationships

between two sets of entities
WHAT IT does STEP 2: Determine the relationship between

entities.
The Asymmetric Clustering Matrix works the same as the
Define a relationship that you want to measure
Symmetric Clustering Matrix, but instead of analyzing a single
between items in one list and items in another. For
set of entities, it compares two entities. This method allows us to
take two sets of entities collected during the investigation and
see how each set is divided into groups based on its relationship
to the other set. For example, this method could be used to
better understand the relationship between people's activities
and the places where they occur. In the results, we can see that
the activities are grouped based on similar places where the
activities occur.
We can also see that places are grouped together due to similar
activities they support.
Seeing these clustering patterns in unstructured lists of entities
is useful because they reveal high-level order and help us
4.11 ASYMMETRIC GROUPING MATRIX

develop frameworks to drive concept exploration.
HOW IT WORKS
STEP 1: List the entities for the grouping.
List the two types of entities you want to compare with

each other to find clustering patterns. For example,
comparing a list of activities with a list of places reveals
clusters of common activities that occur in common
places.
Examples of other lists that can be used to form
interesting combinations are experiences, roles, needs,
problems, challenges, goals, motivations, products,
services, places, functions and characteristics.
For example, if your lists are activities and places,
4.11 asymmetric
then a possible relationship measure would be
frequency—how often does that activity occur in
clustering matrix (continued)
that place? Another example is if your lists are
offerings and people's motivations, the relationship
could be support—how well do the offerings
support people's motivations for using them?
STEP 3: Determine a rating scale to measure relationships
between entities.
The most commonly used scale has four steps: 0 means no
relationship between entities, 1 means minimum relationship, 2 means
medium relationship, and 3 means maximum relationship. It is a good
idea to color code the cells of the matrix according to the
corresponding scores. For example, lighter grays for lower scores and
darker grays for higher scores.
STEP 4: Create an asymmetric matrix.

Create a spreadsheet with a rectangular or asymmetric array. To
do this, enter the entities from the first list as row headers and
from the second list as column headers. Each cell in this matrix
represents a relationship between two corresponding entities.
STEP 5: Rate the relationships.

Enter a relationship score in each cell of the matrix. Scoring is best
done as a team to reduce bias and achieve as objective a score as
possible.
For small matrices, you can do manual sorting of the matrix by
changing the position of the columns and rows in the matrix so
that two rows or columns have similar
16
4
The scores are kept side by side. After a few column and row
4.11 asymmetric clustering matrix (continued)

changes this way, you can see the entities reorder to reveal clusters.
For larger arrays, it is best to use available statistical algorithms to sort
the array by efficiency.
STEP 7: Identify the clusters.
After sorting the matrix, take a step back and look at

the entire matrix and see how many clusters can be
identified visually. Both lists will be grouped in the case
of this asymmetric matrix. Identify a significant and
manageable number of groups for each list.
Step 8: Define and label the groups.

Ask questions like: What makes the entities in this
cluster belong together as a group? Why is this group
different from other groups? Discuss as a group and
define each group based on the similarity between
entities. Label each group appropriately.
STEP 9: Capture information and create

frames. Capture information about the grouping
patterns displayed in the matrix. Are the groups the
same size and density? If their density and size vary a
lot, what does that mean? What can be learned from
the different levels of groupings? If there are large
overlaps between groups, what does that mean?
Discuss grouping patterns and refining them as
useful frameworks for concept generation.

Summarize findings and share them with team
members and other stakeholders. Discuss ideas and
frameworks, and use the comments to revise your
analysis. Document your process and results.
16
5
4.11 asymmetric clustering matrix (continued)
16
6
activity ed
Structure the activities of interested parties and show how they relate to
one another
EXAMPLE PROJECT: Mobile Computing (1995)

(WF™"
Doblin, the innovation strategy consulting firm, conducted research on mobile computing to explore the use of mobile devices in different occupations. Using research participant mapping (a method of
mapping people into 2 2 and selecting candidates for research), the team identified four occupations for in-depth research: doctor, lawyer, student, and landscaper. The team conducted ethnographic
research on several people in these occupations.
To understand mobile computing activities, the team used the Activity Network method. They compiled a list of activities that each occupation regularly engaged in, from writing to brainstorming to
invoicing. The team combined these lists of specific occupations into a single master list of more than one hundred activities. They grouped these
activities in twenty-three abstract activity groups. They placed them in a network diagram of activities. For each of the four occupations, the team highlighted the network activities that occurred most
frequently for users in that occupation. This helped the team compare the specific activities of different occupations. The team detected patterns of similarities and differences between occupations very
T8.LMVG
quickly. The Activity Network served as a primary tool for exploring the activities and needs of various occupations and helped the team reach reliable conclusions about mobile computing activities.
etyon
4 CUNVER
/hmtno
Student profile ab profile manage manage

calendar organize
money
tana
do
obtai
n
move
fit
entertain
renew
METHODS ||
167
J Allows systematic analysis J Complete list of J A core network map representing
how activities are interconnected
J Promotes completeness activities occurring in the
J Facilitates comparison context of the study J Insights into patterns across activities
J Handles large data sets
J Reveals patterns
J View information
WHAT IT does higher scores.
This method allows us to take a list of activities collected during the investigation and STEP 4: Create a symmetric array.
see how they are grouped based on their relationships. The method uses a
Create a spreadsheet with a square symmetric matrix. For this, enter occupations as
Symmetric Clustering Matrix to relate the activities of all stakeholders (users,
row and column headers. Each cell in this matrix represents a relationship between
providers, maintainers, etc.) in the context we are studying and groups them. The
two corresponding activities.
results of the clustering are then converted into a network diagram that visualizes all
the activities together, showing their overall interrelationships. The diagram shows STEP 5: Rate the relationships.
how activities constitute groups of larger activities and how these groups, in turn, are Enter a relationship score in each cell of the matrix. Scoring is best done as a team to
connected to higher-level ones in a hierarchical pattern. The method is particularly reduce bias and achieve as objective a score as possible.
effective in building an overview of people's activities and their needs which, in turn,
can help reveal opportunities for innovation.
For small matrices (up to 30), you can perform manual sorting of the matrix by
Finding a broad definition for any group is a key part of the method. For example, a
columns with similar scores are kept next to each other.
Symmetric Clustering Matrix of an organization's activities might group the activities
After a few column and row changes this way, you can see the entities reorder to
“bringing people together,” “coordinating tasks,” “leading discussions,” “providing
reveal clusters. For larger arrays (more than 30), it is best to use the available
support,” and “monitoring projects.” This group can be called "coordinating people."
statistical algorithms to sort the array by efficiency.
We can repeat this process to form groups of even higher levels in the hierarchy.
"Coordinate people" could be just one of the groups in the top-level group, "manage STEP 7: Identify the clusters.
people." After sorting the matrix, take a step back and look at the entire matrix
and see how many groups of activities can be identified and defined
visually. Per 100
HOW IT WORKS
100, it is a good idea to define 10 to 15 clusters. If
STEP 1: List the activities to structure. necessary, it can also recognize 3 to 6 higher-level clusters.
List of people occupations you want to compare and structure. This

STEP 8: Define and label the groups.
can be extracted from his previous research on people. Activities could
Ask questions like: What makes this group's activities come
4.12 NETWORK OF
include those of all study stakeholders: users, suppliers, maintainers, etc.
together as a group? Why is this group different from other
STEP 2: Determine the relationship between activities. The groups? Discuss as a group and define each group based on
most used relationship is similarity, which measures how the similarity between the activities. Label each group
similar one activity is to another. appropriately.
STEP 3: Determine a rating scale to measure relationships between entities. STEP 9: Create a network diagram.
The most commonly used scale has four steps: 0 means no relationship between entities, 1 Create an activity network diagram in which each node represents a defined
means minimum relationship, 2 means medium relationship, and 3 means maximum group of activities. Draw lines connecting related nodes. Rearrange the
relationship. It is a good idea to color code the cells of the matrix according to the nodes in the diagram for shorter line lengths and minimal line crossings. Arrange the
corresponding scores. For example, lighter grays for lower scores and darker grays for nodes in such a way that the top-level node groups, if any, are clearly visible. The
result is a schematic representation of all activities indicating their relationships and
4.12 Activity Network (continued)

hierarchies.
STEP 10: Capture information and create frames.

Capture information about the clustering patterns shown in matrix and
network diagrams. Are the groups the same size and density? If their
density and size vary a lot, what does that mean? What can be learned
from the different levels of groupings? If there are large overlaps
between groups, what does that mean? Discuss clustering patterns and
refine them as useful frameworks for concept generation.

stakeholders. Discuss the ideas and frameworks and use the
comments to revise your analysis. Document your process and
results.
16
8
4.13 Knowledge Grouping
Matrix
Group knowledge and show their relationships and hierarchies
EXAMPLE PROJECT: Cooking at home (2006)
99 perspectives
One of the world's leading food manufacturers sought to define areas of opportunity for future innovations. Leveraging the design innovation process and the principles
described in this work, the company shifted its focus from products to activities. This represented a significant departure from how the company typically approached its
strategic initiatives. Expanding the scope of activities gave more breadth and depth to the possibilities for innovative solutions. An analysis of the company's product portfolio
led the team to focus on cooking at home, since it was an activity that included
0
a large number of its products.
01100
00010
After conducting primary research through a user image study, the project team collected all photos
00000000001120 31 taken by participants and recorded the observations in a database called
00110000101000
1 1 0001
the User Observations Database.
01 000
They then generated an exhaustive list of 99 ideas about the participants' life and behavior around cooking at home. They used the Insight
0011100002000000000
00 0002000011000000001 00
Clustering Matrix to analyze
00 00 these insights
0 00010100000 10 0
0 and find patterns. To do this, the insights were entered
1023010111000000010 into a matrix where, one by one, each relationship between insights was
2 001000 0
1
scored from 0 to 3 according to their similarity. Rating the degree of similarity between two insights was very valuable, because it allowed the team to focus on lower-level
00
Co 0
03
ok 01
0
connections that, when put together, revealed
1 0 0
high-level
01 0
patterns.
1 2
00 0 0 0 00 01030 011 0100000
00
00 1 1 00 0 e 1 10
0 000 0 0
000 22132 3 1
111 0 0 imperceptible
0 0 0 10
The knowledge matrix was then sorted to reveal previously
000111000120011000000001212101 clusters and patterns. Nine knowledge clusters were identified related to the larger clusters targeting
000 000001000001000000000000000100
social support,I creating shared experiences, and health
1 nmanagement.
1 11 and 0 0 10 0 Understanding these clusters and patterns gave the team a solid foundation to begin developing
0 0
0 1000 0000323
0002000000000000110210001000000000000000000
prescriptive statements to suggest goals for concept generation.
30
01000000000000211100001000000110000000003 0 . 0
0 2 1 0
i
0 00 0 02 0
l
m 0 0 and 0 0 or 0 0 0 0 1 n 1 0 t 0 0 0 0 0 2 1 1 0 1 1 1 1 0 0 0
0
0
000 011 00 00 00 00 00 1 0 0 i 0 0 00 00 0 0 1 n 0 0 2 0 0 t 0 0 00 00
00 00 00 00 00 001 21 31 01 01 00 00 00 00 00 00 22 00 00 00
00 00 00 00 00
000001011200100000000002000000000110000011 0 0
000000000000010000000002010112000210000011 0 0
0
0 0 .00 0 I 0 0 0 1 '00 00 0 0 I 0 0 l 0 00 00 00 00 00 00
0
0 00 00 00 0
0 00 00 01 10 00 01 00 00 00 00 00 00 00 00
0
0
32 1
000000000000000000000300000100000000100000 0
0 l 0 0 0 i 0 n 0 rt 2 0 I 01 3 0 0 0 0 0 0 t 0 0 0 0 0 0 1 1
0
00 0 0 0 0 0 00 0 00 0
1 0000000000000 0 00000000000000000000
0 0
0 0 0 0. 0 E 0 Fl 0 ri 0 to 1 1 n 0 rt 00 g 0
0 or 0 0 0 0
0 0 00 00 00 00 00 00 00 00 00 00 00 00 00 00
0 0 0
0 0 0
022
Or 0
20
do
n't
112
1
21
2
2
10002100211
00
100 0110 l 1
METHODS ||
171
J Allows systematic analysis J List of generated statistics J A central diagram
J Promotes completeness based on the research results that represent how
J Facilitates comparison knowledge is interconnected grouped
J Handles large data sets

J Reveals patterns
WHAT IT does STEP 4: Create a symmetric array.

Create a spreadsheet with a square symmetric matrix. For this, enter perspectives as
This method allows us to take a list of insights generated from research on people and
row and column headers. Each cell in this matrix represents a relationship between
context and see how they are grouped based on their relationships. The method uses a
two corresponding pieces of knowledge.
symmetric clustering matrix to relate these insights. The clustering results are then converted
into a clustering diagram that shows all the insights together, showing their clustering STEP 5: Rate the relationships.
patterns and overall interrelationships. The diagram shows how perceptions constitute larger Enter a relationship score in each cell of the matrix. Scoring is best done as a team to reduce
groups of perceptions and how, in turn, these groups connect to higher-level ones in a bias and achieve as objective a score as possible.
hierarchical pattern. The method is particularly effective in building an overview of research
insights which, in turn, can help us develop frameworks to drive concept exploration.
For small matrices (up to 30 30), you can perform manual sorting of the matrix by
HOW IT WORKS columns with similar scores are kept next to each other.
STEP 1: List the entities for the grouping. After a few column and row changes this way, you can see the entities reorder to
List the insights captured from the research results that you want to compare with each other reveal clusters. For larger matrices (greater than 30 × 30), it is best to use available
to find clustering patterns. statistical algorithms to sort the matrix by efficiency.
Step 2: Determine the relationship between entities. STEP 7: Identify the clusters.
The most commonly used relationship is similarity, which measures After sorting the matrix, take a step back and look at the entire
the extent to which one perception in the list is similar to another. matrix and see how many knowledge groups can be identified
and defined visually. Per 100
Step 3: Determine a rating scale to measure relationships between entities.
100, it is a good idea to define 10 to 15 clusters. If necessary, it
The most commonly used scale has four steps: 0 means no relationship between entities, 1
4.13 PERSPECTIVE GROUPING MATRIX

can also recognize 3 to 6 higher-level clusters.
means minimum relationship, 2 means medium relationship, and 3 means maximum
relationship. It is a good idea to color code the cells of the matrix according to the STEP 8: Define and label the groups.
corresponding scores. For example, lighter grays for lower scores and darker grays for Ask questions like: What makes the entities in this cluster belong
higher scores. together as a group? Why is this group different from other
groups? Discuss as a group and define each group based on the
similarity between entities. Label each group appropriately.
4.13 insight clustering matrix
(continued)
STEP 9: Capture information and create frames. Capture

information about the grouping patterns displayed in the matrix. Are the
groups the same size and density? If their density and size vary a lot,
what does that mean? What can be learned from the different levels of
groupings? If there are large overlaps between groups, what does that
mean? Discuss clustering patterns and refine them as useful
frameworks for concept generation.

stakeholders. Discuss the ideas and frameworks and use the comments
to revise your analysis. Document your process and results.
Scores of how
Insights relate to each other
17
2
4.13 PERSPECTIVE GROUPING MATRIX
semantic
profile
Performing entity profiles based on a set of semantic scales and
comparing those profiles
EXAMPLE PROJECT:
Analyzing corner stores (2009)
When analyzing corner stores (small, independently owned and
operated convenience stores in an urban environment), a team
from the IIT Institute of Design asked the question: "What makes
people loyal to their corner stores?" ?" Their primary mission was
to help a group of independent corner store owners increase
revenue by aligning with customer needs and increasing loyalty
among shoppers. After segmenting the four main types of
customers as neighborhood, specialty seeker, casual and
desperate buyer, they isolated specialty seekers and
neighborhoods as the most promising in building a strong
clientele and loyalty.
To understand what differentiates loyal customers from disloyal
ones, the team used a Semantic Profile to map the various
attributes responsible for the differences. They built the map
using eight different semantic scales: price, proximity,
consistency, character, offering, quality, experience, and
aggregated services. Using research data, they plotted the
attitudes of the loyal customer (neighborhood and special seeker)
versus the disloyal customer (chance and desperate shopper)
along scales from important to unimportant. Ideas began to
emerge. One of the ideas was that loyal customers cared about
the character of the store, the experience (the atmosphere and
people's interactions), and also about the highly valued unique
and additional services. Overall, the team found that for corner
stores to maintain and build a loyal clientele, they needed to
create an experience that combined a strong local feel,
convenience, specialty products, and integrated touchpoints.

METHODS ||
175
J Facilitates comparison J Entities or groups of entities to be J A visual comparison of a set of entities. against
J Facilitates discussion compared multiple attribute scales
J Attribute of interest scales J A visual comparison of different users or groups of
J Identify opportunities J
users against multiple attribute scales
Visualize information
WHAT IT does STEP 3: Create a semantic profile diagram.
Semantic profiling is a method based on the Osgood semantic differential Set up attribute scales with pairs of adjectives as end labels, for example, “cheap” and
used in the social sciences that measures people's attitudes about “expensive.” Set the scales in random order to avoid implicit priority. Invest the
products, services, experiences, concepts and similar entities. The

method uses a set of semantic scales for measurement defined by two
opposing adjectives, such as "simple" and "complicated," "weak" and
"strong," or "important" and "unimportant." Entities, like products, are
scored on a set of such scales and each entity gets its own profile based
on its scores. These profiles are then compared and patterns of clusters
and gaps are analyzed for insights and innovation opportunities.
Most often, research participants are asked to rate their attitudes on scales. Sometimes
design teams do the scoring based on their users' perspectives.
Semantic profiles are often used to compare how different groups of users think and feel
about entities. For example, the attitudes of young people and the elderly towards mobile
devices.
HOW IT WORKS
STEP 1: Select the entities to compare.
The most used entities are products, services, activities, brands and user groups.
Limit the list to the ten most relevant entities to facilitate comparisons.
STEP 2: Define key attribute scales.
Determine the most relevant attributes that are likely to comprehensively define the profile of
the selected entities. It is common to have fewer than ten attribute scales.
4.14 SEMANTIC PROF I

Attribute scale 1
Attribute scale 2
Attribute scale 3
Attribute scale 4
Attribute scale 5
METHODS ||
random scale polarity; avoid pre-ordering or aligning negative 176
and positive labels.
STEP 4: Create entity profiles.
Rate each entity by placing markers on the semantic scales. Connect the markers vertically
to form a zig-zag line profile for each feature. Use color coding to visually differentiate
profiles.
STEP 5: Analyze patterns.

Compare the profiles of the entities and recognize if there are other
similar ones forming groups. Are there profiles diametrically
opposed to each other in terms of their scores on the scales? Are
there gaps between profile groups? What do these patterns mean?
Reorder the polarity of the scales so that the final labels are aligned, based on
negative and positive meanings, if relevant. In this diagram, if the profiles lean toward
one side of the scale, what does that mean? Look for ideas.
STEP 6: Capture information and share it.

Document all the knowledge acquired for the analysis and display it next to its
respective places in the semantic profile diagram for easy reading and sharing
among team members. Discuss patterns and ideas.

definition of user groups
Define the different types of users present in a context.
EXAM
PROJ
Owner
(2007)
ECT:
PLE
Dog
ship
The relationship between pets and their owners has changed
dramatically since the beginning of the last century. Pets are no
longer relegated to the outdoor doghouse or suburban fixtures.
They have become an integral part of urban environments and the
relationship between owner and pet has become more familiar;
Dogs are now considered companions, partners, and family
members.
With more households in the United States owning

a dog as a pet, the IIT Institute of Design project
team leading the research used the Defining
User Groups method to better understand the
types of dog owners and the characteristics that
exist. among them due to emerging trends. The
team identified a list of types of dog owners that
was organized into 2 2 map. The first axis of the
map measured recreational versus occupational,
referring to the dog's primary role in the owner's
As Affecti life. The second measures animal versus human,
set onate referring to how owners perceive and treat their
Explorers Enthusia
the sts dogs. After mapping out all owner types (e.g., first-
exerc "Budd
The fashionista
iser y"
Sh time owners, empty nesters), the team defined
The truck The ow
Artist vacu Bu each of the four quadrants into user groups: active
um sin
Nes ess
The
explorers, loving enthusiasts, canine
ter
spoile commanders, and dependents. For example,
r
the
Outdoo
First caring enthusiasts included user types: empty
Time
rsman Th
r nesters, newbies, spoilers, and fashionistas. This
e
An Lif Hu group shared, as common characteristics, a deep
im er ma
al
n
love for animals, the willingness to make a
The significant investment to pamper and care for their
TheDomin The dog
ator hunter
Whis The pets, and the desire for a playful, stress-free
perer
breeder
(dog/cat lover)
relationship.
The
Bree Savior
The
ders
Busi paranoid
Sp
"T ness eci
he al
Canine Nee
Commande
Chief
ds
Dependent
rs s
METHODS ||
177
BENEFITS YOUR INPUT
J Build higher level systems J Lists of user activities, behaviors, and

J Facilitates comparison research statements
J Remains based on research

J Structure existing knowledge
WHAT IT does STEP 4: Define user groups.

Defining user groups is a method that assigns different types of users according Study the types of users in each quadrant. Identify the common points between
to a set of key attributes related to the project topic. Create a 2 2 based on two their activities and their characteristics. Define each quadrant of the map as a
important attribute scales and plot users against each other on that map. This user group and give it a descriptive name. In the example about studying
helps us see the different types of users in each quadrant of the map and people's reading habits, the names of the user groups could be Professional
define them as a group of users. Next, we determine the common
Progressives, Spiritual Seekers, Self-Educators, and Active Escapists.
characteristics of these user groups, define concise descriptive user group
STEP 5: Describe the common characteristics of user groups.
names, and write detailed descriptions for each group. This produces a more
nuanced portrait of the user's landscape. Study the users represented in each user group. Describe the commonalities
between their characteristics.

HOW IT WORKS
STEP 6: Discuss and expand.
STEP 1: List the activities and user types.
Review the user researcher's findings. Extract findings into a list of user types with
similar activities and behaviors. For example, in a research study on people's reading
habits, the types of users range from casual readers to thesis students and language
critics.
Can this map help describe the user's basic needs for concept exploration? Can these
STEP 2: Identify the attribute scales. user groups be the primary audience for concept development? Is it possible to focus
Generate a list of attributes that apply to all user types. Sort the list
on one or two user groups for a more detailed concept? development?
to determine which attributes are most relevant to your topic. For
example, a study of people's reading habits may lead to the
generalization that readers differ according to two important
attributes: the purpose of what they read and the frequency with
which they read. The two attribute scales can be recreational versus
useful and periodic versus daily.
4.15 DEF INITION OF USER GROUPS

Note that multiple attributes can be equally important, and if this is the case,
you can create multiple user definition maps.
STEP 3: Create 2 types of map and chart users.
Use the two attribute scales identified to create the 2
2 map. Plot the user types identified above on this map. Refine the map by
working with team members.

4.16 Compelling experience map
Mapping the entire user experience with five stages: attraction, entry, engagement,
exit and extension
50EIAL GAERS EMF EXAMPLE PROJECT:

T(€ (A55ERS The future of video games (2007)
The gaming industry has seen rapid innovation over the past 50 years. A
design team raised questions about how the growth of the industry has
cAEMENT l«n EXTENSION changed both games and players and the implications for the future of
ATTRACTION ENTRY ENGAuEM
gaming. The project focused on understanding this industry by exploring
DEFINED
aspects such as the different types of players, their activities and game
consoles, computers, boards, the Internet and card games.
The team began by conducting an era analysis to understand the

evolution of gaming and how current industry trends had
developed over time. The team then created a position map of
player types and, after dividing them into four player profiles,
ACCESSIBL
E assigned a prototypical game to each profile: Social Gamer to
CatchPhrase, Immersion Gamer to World of Warcraft, Time
Passer to Sudoku, and Game . Geek to Flight Simulator. The team
then created a compelling Experience Map by plotting the
four representative games along a range on the
Attraction-Entry-Engagement-Exit-Extension
experience map. This was done on the six attributes:
defined, fresh, immersive, accessible, meaningful
Social players
and transformative. This visual representation
■ Time Passers ■ provided a clear description of the four game types,
Immersion Gamers ■
Gaming Geeks making the disparities and similarities more
ATTRACTIO EXTENSIO
immediately apparent. The compelling experience
COMMITMENT ENTRY EXIT
N N
map helped uncover valuable insights, such as: more
definite complex games, those most typically played by
Solitaire games tend to have a
more defined appeal. Game Geeks, have higher levels of immersion
throughout the experience, while simpler games
Cool (favorites of Social Gamers) are more accessible at
Complex games will stay fresher
longer as players progress through all times. The compelling experience map provided
the levels of the game.
clues about the opportunities of each type of player,
immersive
Complex games generally have
greater immersion throughout the
game.
accessible
Simple games have early accessibility.
Immersive players have accessible
extensions.
Social games and games to pass |
time is of little importance.
significant
Different games are transformative at

different times.
transformer
METHODS ||
179
BENEFITS PRODUCTION
INPUT WHEN TO USE
J Broadens the mindset J Understanding strengths
J Context data and
and weaknesses in the user experience
J Focuses on experience user research
at different stages of interaction with an
J Identify opportunities
offer.
J Create an overview
J Promotes completeness
J Inspires ideation
WHAT IT does HOW IT WORKS
The Compelling Experience Map is a framework STEP 1: Select an experience to analyze and create a worksheet
developed at Doblin that takes a holistic view of any for your analysis.
experience that goes beyond the primary focus of the Create a five-column worksheet with Attract, Enter,
experience to understand what happens before, during Engage, Exit, and Extend as column headings. Identify
and after. The framework divides any experience into an experience you want to analyze and discuss it with
five stages: Attraction, Entry, Engagement, Exit, and your team.
Extension. Experiences are mapped linearly starting
STEP 2: Describe the Attraction stage.
with pre-experience interactions that engage users,
Think about all the interactions leading up to an experience that
what happens when they arrive at the experience,
generate interest in it. Trailers for upcoming movies, print ads,
engagement with the core offering, how the experience
billboards, online discussions, blogs, and other modes of
concludes, and what, if anything, is done. to extend it.
communication can be mechanisms to attract users to an
This broader view expands the number of touchpoints
offering. Record all activities that are currently being performed in
that can influence users' overall perceptions of an
the column of the worksheet.
experience and can therefore be designed for the best
possible results.
The Compelling Experience Map also has six attributes, STEP 3: Describe the Enter stage.
according to Doblin, that make any experience compelling: Consider what happens when the user arrives at the experience.
What if something was done to welcome the user to the

Defined -Can you describe it? Is it limited?
experience? A chaotic ticket line at an event can affect the overall
4.16 COMPLETE EXPERIENCE MAP

Fresh —Is it new? Does it amaze, amuse,
sense of a user's experience.
surprise?
Immersive -Can you feel it? Can you get STEP 4: Describe the Engage stage.
lost in it? This is the main offer. In a personal banking
Accessible —Can you try it? Can you get it to do what you environment, it is the interaction that takes place
want? between employees and customers, the ease with
Meaningful -Does it make sense? Does which transactions are made, and the information
provided.
it make you remember, connect, think,
grow? Transformer —Do you feel STEP 5: Describe the exit stage.
different? Do you have something to This stage corresponds to the Enter stage, but refers to
show? what happens when the user prepares to exit the
Each of the stages of the framework can be compared experience. It's the checkout line at a grocery store. It is
to each of these attributes to evaluate how compelling the payment process that is carried out in an online
an experience is. store.

4.16 compelling experience apa (continued)
STEP 6: Describe the extension stage. meaningful and transformative). Attributes are often
This stage is similar to the Attract stage, but refers to shown as horizontal lines running through the five stages
everything that happens after the experience that keeps the and are measured by changing the thickness of the line
user engaged. Amazon's online recommendation system (or changing the color) at whichever stage attribute is
employs an Extend stage strategy by suggesting other book relevant.
titles or products that have some connection to your
STEP 8: Analyze the experience map.
purchases.
Review the map and consider why each stage is structured as it is.
STEP 7: Rate the six attributes in the stages. What about the existing conditions that make them so? Is the
Each of the stages of the experience is compared to the experience compelling at all stages? What attributes are strongest
six attributes (defined, fresh, immersive, accessible, where? Where are the opportunities to improve the experience? Write
your analysis and share it with team members.
attract enter commit leave extend

definite
Cool
immersive accessible transformative meaning
18
0
METHODS ||
181
ATTRACTION ENTRY ENGAGEMENT EXIT
DEFINED
FRESH
IMMERS
IVE
4.
1
6
C
O
M
P
L
E
T
E
E
X
P
E
RI
E
N
user travel pa
Mapping the user journey through context
EXAMPLE PROJECT:
Social Kitchen (2010)
Cooking becomes different from
a mundane task and more
enjoyable when it involves social
interaction.
With more than halfI don't
of the meals served in the United States today
know exactly what they
outside
Washing the
snack home, isanot
ingredients trend
a that shows no signs of reversing due toislack
The dishwasher of time, a design team in an ethnographic research study set
almost
bad task for all users but the useless for a one-person
have or what they should buy disposal process is universally household.
out to understand and define
before startingthe key motivators and constraints for
the cooking the culinary experiences of today's young adults and urban workers in their kitchen environments.
unpleasant.
process.
PREPARATION COOKING
After conducting in-home observations, thePRE-
research team grouped each participant's observed cookingGRATIFYING
activities by time andREFINEMENT
space.
COOKING
They began to look for patterns, from which four macro stages of the journey emerged, which applied to all participants: preparation, cooking, reward and finishing. The team then populated the User
Journey Map chronologically with each participant's home cooking process, using space and time as dimensions. Calls at certain stages of the journey indicated pain points for participants. One of those
pain points was that users

O
do not know exactly what they have or what they should buy before starting the cooking process.
b te n er
L i s t o Rinse Chop Arrange
Eat
The team used this User Journey Map to describe each participant's steps and helped generate insights into the dining experience as a whole. It also provided a way to identify problems and areas of
95%
10% nd
opportunity that led to designing solutions focused on chop
Get65% the social nature of kitchens. E g stufa eat
a
/ 20% 90%
washed
Eliminat 5%
ion of serve
r
METHODS ||
183
J Focuses on experience J List of all user activities happening in the J Viewing groups of activities.
J Reveals relationships study context
over time representing the journey users go through
J Structure existing knowledge in a particular process/experience
J View information J Pain points, insights and opportunities along the

user journey
WHAT IT does the direction of flow. If necessary, include arrows showing feedback loops.
The User Journey Map is a flow map that tracks users' steps throughout an entire experience. STEP 4: Point out problems and weaknesses.
This method breaks down the user journey into component parts to gain insight into issues Identify weak points while carrying out activities during the process. Highlight these
that may be present or opportunities for innovation. problems or weaknesses as notices attached to the corresponding nodes or arrows.
The activities that users perform (rinse, mix, heat, serve) are shown as nodes on this map.
These activities are also displayed in groups as top-level activities (preparation, cooking,
finishing). Issues and perceptions are highlighted on this map to highlight areas where
attention is needed and where opportunities exist.
HOW IT WORKS
STEP 1: Generate a list of all activities.
Identify all specific activities that occur throughout an experience (for
example, rinsing, chopping, and discarding for cooking).
STEP 2: Cluster activities.
Group specific related activities into higher-level activities (for example, rinsing,
chopping, and discarding that form the higher-level activity precooking).
STEP 3: Display the activity groups as nodes on a timeline.
Represent high-level activities as nodes and place them on a timeline like a flowchart. List the
specific activities related to each of these nodes. Show arrows connecting the nodes to show
4.17 USER JOURNEY MAP

METHODS ||
STEP 5: Expand the map with additional information. 184
Expand the journey map with additional layers of information, such as video clips of
user activities, quotes from user studies that discuss process stages, or design
diagrams that show where activities take place.
STEP 6: Look for ideas.

Study the entire User Journey Map as a team, refer to your research findings, discuss
them, and search for information. For example, an idea might be expressed as:
"While it is nice to rinse and chop ingredients during pre-cooking, removing waste is
universally perceived as unpleasant."
STEP 7: Summarize the findings and share them.

Highlight these insights as overlaid descriptions on the User Journey Map. Analyze
the biggest opportunities to make the user journey engaging and enjoyable. For the users?
METHODS ||
185
4.18 Summary
framework
Create a framework that summarizes key insights from the analysis
Celebrating all your values

possessions are changing dramatically, and how might insurance companies
respond to these emerging perceptions? This was the question posed by a
design team seeking to suggest changes to the position of a large insurance
provider in the insurance industry. The team explored how this provider could
change industry expectations and improve the entire customer experience.
Supporting your growth. After conducting the research, the team derived a
Summary Framework from their key findings, insights,
Guiding and design principles that fit into five pillars of focus:
they Reveal Value, Support Growth, Celebrate Value, Share
Revealing your value to them. through Risk, and Guide Through. of the loss. This summary
Exchange
EXAMPLE PROJECT: loss.
framework covered the entire useful life of an insured
your risk. asset, from before it was purchased to after its loss. By
Changing the customer experience in
the insurance industry (2009) looking at the experience from start to finish using this
summary framework, the team identified areas of
Perceptions of the value that people attribute to intangible
opportunity for further exploration. They synthesized
concepts within each opportunity area aimed at improving
the customer experience. For example, in the risk-sharing
opportunity area, the team recommended implementing
an identity controller, intended to protect private records
by requiring two sets of virtual "keys," one held by the
user and one held by the insurance provider. . With these
various concepts,
METHODS ||
185
J Improves communication J All research and analysis data J A table that organizes key findings, insights
and principles
J Remains based on research generated
J Makes the process transparent J Summary framework with main

ideas to take forward
J Support the transition
WHAT IT does research, but in as few words as possible so that it can be easily scanned and given
an idea of what was done and learned, and what needs to be done next.
The summary framework is a structured method used at the end of the analysis to
bring together key findings, insights, and design principles into an integrated whole.
The framework provides a concise summary of the activities that were carried out, STEP 3: Create a summary framework.
the insights gained from each, and what these findings indicate about opportunities Often, knowledge groups or design principle groups are used to create the summary
for the future. Additionally, the summarized framework shows how user/context framework. As a team, review the knowledge groups or design principles and begin
perceptions lead to design principles that can then be used to guide the development to build your summary framework as diagrams: a network diagram showing
of innovation concepts. The summarized framework is a critical transition for analysis relationships between groups, a tree diagram with groups in hierarchy, or a position
to synthesis, from a complete understanding of personas and context to exploring the map diagram showing show the distribution of groups. Align them with your team's
offerings that can support them. In some ways, the summarized framework presents point of view. Combine them with your innovation intention.
the justification for a design team's point of view.
Any framework can be defined to have characteristics such as: J It is a

complete and comprehensive representation of a topic.
J It is an overview that shows only the

information; the details are hidden.
J Shows a structure, the relationships between the parts of a theme.
J It is a single representation, usually with diagrams. which

represents the frame.
J Is a shareable representation used to support conversations.
HOW IT WORKS
STEP 1: Review key findings from the research and analysis.

Review the results of the many methods you have used during the project. Write a
brief summary of the statement.
4.18 SUMMARY
Consider your main findings as your initial point of view. The statement
should describe your assumptions at the beginning of the project and
how they led you to frame the research and analysis.
STEP 2: Create a reference table.

Create a four-column table to summarize your work so far. Starting with the left
column, use the following headings: "Methods," "Findings," "Perspectives," and
"Design Principles." For each method you used, write a brief description of it, a brief
statement of why you chose to use it, the key findings and insights derived from it,
and the resulting design principles. Review the summary table. The summary should
be exhaustive, but concise. This means that you should include all the relevant
METHODS ||
186that bring together
Write short statements, descriptions, or stories
STEP 4: Describe the summary framework.
the main ideas you want everyone to take away from the Summary
Framework.
4.18 Summary Framework (continued)
STEP 5: Share the results with the team and discuss
possible extensions.
Review the framework with team members and key
stakeholders. Discuss how to further develop the
framework. Is it comprehensive enough to guide
concept exploration activities? Do you get the team's
point of view? Does it sufficiently reframe the current
situation? How promising is the framework for
developing successful innovations?
18
7
4.18 SUMMARY
FRAMEWORK
generation of design principles
Transform research insights into practical, forward-thinking statements to guide ideation
EXAMPLE PROJECT: Reducing Violence:

CeaseFire Chicago (2009)
CeaseFire Chicago, an anti-violence program, worked with a
design team to create a communications campaign to reduce the
gun violence epidemic in Chicago that has affected the city's most
disadvantaged neighborhoods. For the primary research,
CeaseFire helped the team negotiate conversations and interviews
with neighborhood residents to understand their beliefs, values,
and behaviors. Their goal was to understand the emotional divide
between those at low risk in the community, those who felt
besieged by violence, and those at high risk who were involved in
the game of perpetuating violence. From these conversations, the
team developed an extensive list of insights that were grouped into
higher-level themes that defined the main objectives of the
campaign.
Going from insights to Design Principles Generation

D .ji. fa E= k
'Ge teya-me9 • Bou was a crucial and time-consuming part of the
process. It required many hours and active
discussion between all team members, some of
them playing devil's advocate to challenge the
thoughts behind each of the ideas generated. The
goal was to ensure that these insights were
thoroughly vetted, understood, and packaged into
actionable design principles. The team defined four
design principles that supported their “levers for
change” framework: (1) Lift spirits by detoxifying the
emotional environment and progressing toward a
healthy neighborhood. (2) Dispel myths by changing
the rules of the game for those at high risk and
breaking the siege imposed on those at low risk. (3)
Guide the highest risk by establishing credibility to
Revive earn their trust and celebrating progress toward
Healthy neighborhood
legitimacy.
spirations
Celebrate legitimacy Encourage participation
Environment
Ceasefire &
Guide those at high Involve those at low risk
Partners risk

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U Translated from English to Spanish - www.onlinedoctranslator.

STEP 4: Organize your ideas.

statement of what is happening. No interpretations or judgments should be made at this

point while describing the observations.

4.1 OBSERVATIONS ON THE OUTLOOK

Transparency Relations insight classification, in which the team and

addressed clients' knowledge of the renovation,

their value expectations, the life of the renovation

project, ownership and trust, among others. After

many iterations of sorting, the team narrowed

down their information groups into six themes:

value creation, roles and expertise, common

context, personal relationships, project

transparency, and how to make it happen. The

Making It Real theme, for example, showed that

can be overcome with a tangible experience. Subsequently, design

principles were created for these themes. One of the design

Amber Lindholm,homeowners understand spatial relationships and the overall

that would provide solid direction for concept generation, serve as

BENEFITS INPUT PRODUCTION

J Reveals patterns J All knowledge captured during WHEN TO USE

achieve alignment in the grouping logic.

the topic, but also provides a solid

foundation for generating concepts. To get

the most out of this method, we should use

a manageable amount of knowledge, no

more than 100 knowledge for a small

project. This method is a fast and

approximate analog version of matrix

classification based on digital

type A type B type C

STEP 1: Gather information statements.

Gather all the information

BENEFITS INPUT PRODUCTION

clusters and inmates.

Complete the clustering activity

according to the agreed-upon clustering

logic. Discuss and gain a shared

understanding of why all the information

statements in a group are grouped

together. Group and regroup if

necessary until you reach a stable

STEP 4: Define the clusters.

recognize why they are grouped that

way. Define each group and describe its

general characteristics. Assign a short

title to each group.

STEP 5: Discuss next steps.

Document the patterns. Discuss with your

team members how these grouping

patterns can be valuable for later stages of

the project. Are the knowledge groups

complete enough to address the project

comprehensively? Are there any apparent

gaps that need to be filled? Are the groups

defined well enough to generate design

principles? Can groups be used as criteria

to evaluate and refine concepts?