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SA1
DESIGN THINKING (M1-2)
| Question | Answer |
|---|---|
| this is the realization of a concept or idea into a configuration, drawing, model, mould, pattern, plan or specification | design |
| this is a non-linear, iterative process which seeks to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test | design thinking |
| this is establishing a deep understanding of those we are designing for | empathy |
| great designs inspire, they grab us at an ______ level | emotional |
| since design is also a process of invention, managers who thought like designers would think of themselves as ______ | creators |
| design insists that we prepare ourselves to ________ our way to a solution, so managers who thought like designers would see themselves as learners | iterate |
| if invention is to creator, iteration is to ________ | learner |
| business vs. design: the underlying assumptions are rationality, objectivity; reality as fixed and quantifiable | business |
| business vs. design: the underlying assumptions are subjective experience; reality as socially constructed | design |
| business vs. design: the method is an analysis aimed at proving one "best" answer | business |
| business vs. design: the method is an experimentation aimed at iterating towards a "better" answer | design |
| business vs. design: the process is planning | business |
| business vs. design: the process is doing | design |
| business vs. design: the decision drivers are logic, numeric models | business |
| business vs. design: the decision drivers are emotional insight, experiential models | design |
| business vs. design: the values are pursuit of control and stability; discomfort with uncertainty | business |
| business vs. design: the values are pursuit of novelty; dislike of status quo | design |
| business vs. design: the levels of focus are abstract or particular | business |
| business vs. design: the levels of focus are iterative movement between abstract and particular | design |
| an importance of design is that it's all about action, and _______ too often gets stuck at the talking stage | business |
| one importance of this is that it teaches us how to make things feel real, and most business rhetoric today remains largely irrelevant to the people who are supposed to make things happen | design |
| an importance of design is that it is tailored to dealing with ________, and business' obsession with analysis is best suited for a stable and predictable world | uncertainty |
| an importance of design is that it understands that products are brought by _______, not target markets segmented into demographic categories | human beings |
| (T/F) you have to search far and wide to find opportunities | false |
| (T/F) you don't have to bet big in order to be successful | true |
| enumerate the 6 common management myths | (1) don't ask a question you don't know the answer to, (2) think big, (3) if the idea is good, then the money will follow, (4) measure twice, cut once, (5) be bold and decisive, (6) sell your solution, if you don't believe in it, no one will |
| what should be done instead of this management myth: don't ask a question you don't know the answer to | start in the unknown |
| what should be done instead of this management myth: think big | focus on meeting genuine human needs |
| what should be done instead of this management myth: if the idea is good, then the money will follow | provide seed funding to the right people and problems, and the growth will follow |
| what should be done instead of this management myth: measure twice, cut once | place small bets first |
| what should be done instead of this management myth: be bold and decisive | explore multiple options |
| what should be done instead of this management myth: sell your solution, if you don't believe in it, no one will | choose a worthwhile customer problem, let others validate |
| enumerate the 5 steps of the design thinking process | Empathize, Define, Ideate, Prototype, Test (EDIPT) |
| this step in the design thinking process is where you develop a deep understanding of the challenge | empathize |
| this step in the design thinking process includes interviews, shadowing, seeking to understand, non-judgemental | empathize |
| this step in the design thinking process is where you clearly articulate the problem you want to solve | define |
| this step in the design thinking process includes personas, role objectives, decisions, challenges, pain points | define |
| this step in the design thinking process is where you brainstorm potential solutions; select and develop your solution | ideate |
| this step in the design thinking process includes sharing ideas, all ideas worthy, diverge/converge, "yes and" thinking, prioritize | ideate |
| this step in the design thinking process is where you design a prototype (or series of prototypes) to test all or part of your solution | prototype |
| this step in the design thinking process includes mockups, storyboards, keeping it simple, failing fast, iterate quickly | prototype |
| this step in the design thinking process is where you engage in a continuous short-cycle innovation process to continually improve your design | test |
| this step in the design thinking process includes understanding impediments, what works?, role play, iterating quickly | test |
| enumerate the 4 questions used in design thinking | what is?, what if?, what wows?, what works? (IIWW) |
| this stage in the 4 questions explores current reality and focuses on the current problem or challenge we're trying to solve | what is? |
| this stage in the 4 questions envisions a new future and we start to consider new possibilities, trends and uncertainties | what if? |
| this stage in the 4 questions makes some choices when we think of a product with "wow" factor | what wows? |
| this stage in the 4 questions takes us into the marketplace (feedback, result, rating, response, etc.) | what works? |
| enumerate the 3 tools used in "what is" stage | Journey mapping, Value chain analysis, Mind mapping (JVM) |
| enumerate the 2 tools used in "what if" stage | Brainstorming, Concept development (BC) |
| enumerate the 2 tools used in "what wows" stage | Assumption testing, Rapid prototyping (AR) |
| enumerate the 2 tools used in "what works" stage | Customer co-creation, Learning launch (CC-LL) |
| what is the one tool used for all 4 stages | Visualization |
| this tool is about using images; it's not about drawing; it's about visual thinking | visualization |
| this tool pushes us beyond using words or language alone, it is a way of unlocking a different part of our brains that allows us to think nonverbally and that managers might not normally use | visualization |
| this tool is also called experience mapping | journey mapping |
| this tool is an ethnographic research method that focuses on tracing the customer's "journey" as he or she interacts with an organization while in the process of receiving a service, with special attention to emotional highs and lows | journey mapping |
| this tool is used with the objective of identifying needs that customers are often unable to articulate | journey mapping |
| this tool examines how an organization interacts with value chain partners to produce, market and distribute new offerings | value chain analysis |
| this tool offers ways to create better value for customers along the chain and uncovers important clues about partners' capabilities and intentions | value chain analysis |
| this tool is used to represent how ideas or other items are linked to a central idea and to each other | mind mapping |
| these are used to generate, visualize, structure and classify ideas to look for patterns and insights that provide key design criteria | mind maps |
| this tool is done by displaying the data and asking people to cluster them in ways that allow themes and patterns to emerge | mind mapping |
| to succeed, mind mapping must be a _________ | team sport |
| this tool is done by generating new possibilities and new alternative business models | brainstorming |
| this tool is done by assembling innovative elements into a coherent alternative solution that can be explored and evaluated | concept development |
| this tool focuses on identifying assumptions underlying the attractiveness of a new business idea and using available data to assess the likelihood that these assumptions will turn out to be true | assumption testing |
| in assumption testing, the identified assumptions will then be tested through ________ experiments, followed by ________ experiments | thought; field |
| this tool includes techniques that allow us to make abstract new ideas tangible to potential partners and customers | rapid prototyping |
| this tool includes techniques such as storyboarding, user scenarios, experience journeys and business concept illustrations - all of which encourage deep involvement by important stakeholders to provide feedback | rapid prototyping |
| enumerage the 3 stages of the cycle of rapid prototyping | Review -> Refine -> Prototype (RRP) |
| this tool incorporates techniques that allow managers to engage a customer while in the process of generating and developing new business ideas of mutual interest | customer co-creation |
| this tool has techniques that are among the most value-enhancing, risk-reducing approaches to growth and innovation | customer co-creation |
| this tool is designed to test the key underlying value-generating assumptions of a potential new-growth initiative in the marketplace | learning launch |
| this tool, in contrast to a full new-product rollout, is a learning experiment conducted quickly and inexpensively to gather market-driven data | learning launch |
| design thinking integrates these three | Business (viability), Technology (feasibility), People (desirability) |
| the _______ stage is where we see their world, appreciate them as human beings, understand their feelings, and communicate our understanding | what is? (empathy, tools 2,3,4) |
| the _______ stage is where we pursue possibilities | what if? (tools 5,6) |
| to generate truly creative ideas, it is crucial to start with ____________ | possibilities |
| often in business, in our attempts to be "practical", we start with _______ | constraints |
| the _______ stage is where we find the sweet spot | what wows? (tools 7,8) |
| we are looking for those that pack a potential "wow" that hit the sweet spot where the chance of a significant upside in customer value meets attractive profit potential; this is the _______ | wow zone |
| the _______ stage is where it's time to get real | what works? (tools 9,10) |
| a particularly powerful approach to determining what works involves inviting the customer into __________ in an active, hands-on way | conversation |
| enumerate the 4 project management aids (PMA) | PMA 1: Design Brief, PMA 2: Design Criteria, PMA 3: Napkin Pitch, PMA 4: Learning Guide |
| the purpose of this PMA is it formalizes the growth project, defines goals, resources, timelines, etc., and serves as a "North Star" throughout the project | PMA 1: Design Brief (What is?) |
| the purpose of this PMA is it sets criteria to evaluate alternative designs (derived from study of user needs and business requirements) and becomes part of the design brief | PMA 2: Design Criteria (What if?) |
| the purpose of this PMA is it crystalizes communication of solution concepts (after brainstorming and concept development) | PMA 3: Napkin Pitch (What wows?) |
| the purpose of this PMA is it describes each of the best few (3-5) solutions that meet the design criteria in a template that allows for apples-to-apples comparison | PMA 3: Napkin Pitch (What wows?) |
| the purpose of this PMA is it defines an affordable level of resources to invest in learning whether (or not) the top 2-3 concepts are feasible | PMA 4: Learning Guide (What works?) |
| the quote "Think of the creative process as starting with the question, not an answer" is said by who? | Tim Brown |
| the biggest barrier is needing to know the answer before you get ______ | started |
| most design thinkers call this as "the mother of all design tools" because they are used in every stage of the design thinking process | visualization |
| visualisation is equal parts listening, thinking and drawing; listening is the ___, thinking is the ___ and drawing is the ___ | input; processing; drawing |
| when you get to _________, Visualisation becomes incredibly useful | concept development |
| In this, your brain is creating pictures of something that doesn't yet exist. It's creating pictures of something that will soon be. As we move forward into prototyping, we get much more detailed in the way that we start to visualise. | visualization |
| pictures and images enable us to not only help people understand what it is we're trying to do but to help persuade them in the _______ of that particular idea or the _______ of that concept | worthiness; strength |
| according to modern brain science, left and right is _______ | wrong |
| according to modern brain science, the brain is an ________ | argument |
| according to modern brain science, we have a low _____ ratio | say-do |
| according to modern brain science, we respond quickly to _______ | feedback |
| according to modern brain science, ______ trigger feelings - and actions | thoughts |
| what are the 8 things to consider in getting started in visualization? | keep it simple, break down problems into components, think in metaphors and analogies, use photographs, experiment with storyboarding, create personas, tell stories, practice guided imagery |
| a __________ is a visualization of an individual's relationships with a product/brand over time and across different channels | user journey map |
| while user journey maps come in all shapes and formats, commonly it's represented as a timeline of all _____________ between a user and a product | touch points |
| in journey mapping, this timeline contains information about all channels that users use to interact with a product | user journey map represented as a timeline |
| this is a powerful tool to shift your focus from "What does my company want?" to "What is the customer trying to do?" | the journey map |
| what are the 10 things to consider in getting started in journey mapping? | select the customers, lay out hypothetical view, identify a small number of customers, conduct pilot interview, finalize the questionnaire, identify the essential moments, study the themes, select 2 dimensions, position each interviewee, map the journey |
| enumerate the 7 interview tips in journey mapping | (1) put the interviewee at ease, (2) ask stories for example, (3) be curious, (4) use silence, (5) pay attention, (6) paraphrase, (7) listen |
| this is a process where a firm identifies its primary and support activities that add value to its final product and then analyze these activities to reduce costs or increase differentiation | value chain analysis (VCA) |
| this is a strategy tool used to analyze internal firm activities | value chain analysis |
| its goal is to recognize, which activities are the most valuable (i.e., are the source of cost or differentiation advantage) to the firm and which ones could be improved to provide competitive advantage | value chain analysis |
| conducting an end-to-end value chain analysis is an important part of the __________ phase in the search for profitable growth opportunities | exploration |
| you don’t want to begin the ______ stage not knowing what makes a new business model attractive to your firm and which parts of the existing model are worth protecting | what if? |
| an importance of this is that businesses must create value for the organization, offerings have to be hard for competitors to copy and possible for you to scale | value chain analysis |
| what are the 7 things to consider in getting started in value chain mapping? | draw the value chain for your business, analyze the competitive environment, identify the core strategic capabilities, evaluate the bargaining power and influence of each player, determine the possibilities, assess your vulnerabilities, identify themes |
| we use this term to describe the process of extracting meaning from a vast amount of information | mind mapping |
| you move into _________ when you feel like you have collected representative data from each key constituent— customers, suppliers, partners, and your own operations—and are eager to begin generating ideas | mind mapping |
| the first challenge in __________ is processing all this information so that you can actually use it to generate better ideas than you would have otherwise | mind mapping |
| the second equally important challenge in mind mapping is aligning the organization around the ideas you choose to _______ | advance |
| what are the 8 things to consider in getting started in mind mapping? | hold a yard sale, invite shoppers, offer tours, pick out the good stuff, cluster the good stuff, identify the insights, translate insights and connections into design criteria, create a common criteria list |
| this is the explicit requirements that a product must meet in order to be successful | design criteria |
| this is used to evaluate a product's potential to be successful | design criteria |
| this is used to create testing procedures | design criteria |
| this criteria may address performance, product size and shape, aesthetics, materials, safety and legal issues, ergonomics, environment, life cycle, maintenance, customer needs, and others | design criteria |
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user-1791948