Noida Institute of Engineering and Technology, Greater

Noida

Introduction

Unit: 1

Subject: DESIGN THINKING I

Pitamber Adhikari
Department of Computer Science
and Engineering
B Tech 2nd Sem

2
Course Objective

The objective of this course is to familiarize

students with design thinking process as a
tool for breakthrough innovation. It aims to
equip students with design thinking skills
and ignite the minds to create innovative
ideas, develop solutions for real-time
problems
 Introduction to design thinking
Traditional problem solving versus design thinking
History of design thinking, wicked problems
Innovation and creativity
Role of innovation and creativity in organizations
Creativity in teams and their environments
Content Design mindset
Introduction to elements and principles of design
13 Musical Notes for Design Mindset
Examples of Great Design
Design Approaches across the world
 After completion of this course, students will be able to-
• Develop a strong understanding of the design process and
apply it in a variety of business settings
• Analyze self, culture, teamwork to work in a
multidisciplinary environment and exhibit empathetic
Course behavior
• Formulate specific problem statements of real time issues
Outcome and generate innovative ideas using design tools
• Apply critical thinking skills in order to arrive at the root
cause from a set of likely causes
• Demonstrate an enhanced ability to apply design thinking
skills for evaluation of claims and arguments
Thank You!
Introduction to Design thinking (Video)
LISTENING DIALOGUE OBSERVATION
Listening
"To listen is to give attention to sound or action."
Oxford Dictionary

When listening:
• One hears what others say
• Try to understand what it means

The act of listening involves

• Complex affective
• Cognitive
• Behavioral processes
 Hearing Listening

Refers to one's ability to perceive sounds, by Done consciously, that involves analysis and
receiving vibrations through ears. understanding of the sounds.

An Ability A Skill

Physiological Psychological

Interpretation of message received by the

Receipt of message through ears
ears

Passive bodily process (sub-conscious level) Active mental process (conscious level)
 Listening is an art that requires
attention over talent, spirit over ego,
others over self.

DeanJackson
Dialogue
Dialogue
Dialogue versus Debate
Dialogue is about deep listening to each other without biases and judgment. The process
of Dialogue enables everyone to express his/her opinion and then move towards Design
conversations. It brings multiple alternatives and it’s progressive.

Debate is about expressing ‘my’ view point. It is boxing of thoughts of ‘me’ versus
‘others’. The final outcome is ‘who’ is right.
Observation

9
Observation

9
IMMERSION &
OBSERVATION
 WHAT IS IMMERSION ANDOBSERVATION?
• Active and engaged observation powered by empathy

• In a way it is the core tenet of the first phase of Design Thinking

• Observer participates as he or she observes, talking with stakeholders and participating

in project activities

Types of Observer
(1) Complete Observer (2) Observer as Participant
(3) Participant as Observer (4) Complete Participant
 WHAT DOES IT DO?

• Enable researchers to get close to consumers in a natural environment → better

understanding of what is happening
• Combine observational work, questions and facilitated client attendance to enhance idea
generation → Collect quantitative and qualitative data

• Allows consumers to practically demonstrate their usual habits and test new products
and services in a live environment → Lends credence to interpretations of the
observation

• Helps develop Empathy

 Weekly Assignment
Where are you at 2026 – Visualization
The objective of this exercise is to help you think in a free flow style, what you would have
become in the year 2026. So dive in... Maya Angelou once said: "A solitary fantasy can transform
a million realities."
• Is there any vision or dream that you want to turn into reality? 1. Take a blank chart paper.
• 2. Just close your eyes and visualize a particular day 5 years from now Feb 12, 2026. Who is
around you..... Your home, family, friends....... How is your office like..... What are you doing
..... How are you impacting the society ..... What role are you performing .......; it could be
anything ..... its your vision / dream.
• 3. Visualize it and think about how you can narrate your dream using drawings, pictures,
paper cuttings or any other objects (no words to be used)
• 4. Use colours / images / pictures and be as dramatic or as simple as you feel like.
• 5. Think about how you will introduce your drawing to the rest of the participants and tell a
story to them within 2 minutes.
 Quiz
1. Design Thinking is:
• Thinking about design
• Designing ways in which people think
• Asking users to solve problems
• Defining, framing and solving problems from users' perspectives
2. Design Thinking is a Linear Process. True or False?
• True
• False
3. Which of the below firm is associated the most with Design Thinking?
• Ikea
• Ideo
• Idea
• Ikei
THE DIFFERENTIATOR

• Traditional Thinking • Design Thinking

• What is the right answer? • What is the right question?

• More talk • More Listen
• Data • Stories
• Events • Experiences
• Talk about facts • Talk about feelings
Source:interaction-design.org
Thank You!
Examples of Good Design
Examples of great Design
Examples of Bad Design
Bad Design Responsible?
Design of Roads : New York vs Bengaluru

Grid Pattern Star Pattern

Traffic Distribution : Star vs Grid
What all can we
DESIGN
DEVANAGARI SCRIPT
SOUTH
INDIAN
FOOD
 MCQ

1. Design Thinking typically helps in _______

• Innovation
• Data analytics
• Financial planning
• Operational efficiency

2. Which of the below is incorrect?

• PepsiCo has turned Design Thinking into its strategy

• GE Healthcare has built a MR scanner for children using Design Thinking
• AirBnB avoided bankruptcy and turned profitable using Design Thinking
• All of the above are correct
 Design Thinking – Definition 1

Source: IDEO
 Design Thinking – Definition 2

Source: The Design of Business, Roger Martin, 2009

16
Design Thinking – Definition 3
Stated
Understanding
Requirements Unstated

Patterns
Observing
Anti-patterns

Within the Box

Connecting
The Dots
Outside the Box

Unearthing
Don’t know
Blind spots what I Don’t know
 UNDERSTANDING REQUIREMENTS

• Stated: A low-cost razor for India and other emerging

P&G markets
The Story behind Gillete Guard • Unstated: Men are more concerned about not cutting
themselves
OBSERVING PATTERNS & ANTI-PATTERNS
• 20 people, ranging from engineers to developers spent
3,000 hours with more than 1,000 consumers at their
homes, in stores and in small group discussions
• Early Morning Shaving
• Rinsing in utensils , Lack of Water & Not Enough Light
UNEARTHING BLIND SPOTS
• Half an hour to shave in India versus 5 – 7 mins taken in
US
• Water shortage in India results in need to have minimal
water for shaving
OUTCOME – Change in Design of Blade
• To ensure safety while shaving and that was easy to rinse
What is Design Thinking?

• Human Centered

• Future Focused

• Creates Value
 THE BASIC RULE OFDESIGN

Design is a process of working to develop solutions in a conscious and

innovative way in which both functional and aesthetic requirements are
included based on user needs
EMPATHY……..
 Questioning Assumptions
A restaurant

has menus. The chef can prepare any dish of customer’s

choice based on available ingredients

serves food. The restaurant has a good interior. People can

bring their own food and enjoy a picnic.

charges for the food they serve. Select food is free. The customers are charged
on the time spent at the restaurant.

What are YOUR assumptions?

Three Laws of Design Thinking©

Copyright by Arun Jain, PBHL, 2021.

25
History of Design Thinking
History

Thank You!
 Design Thinking
Historical Overview –Global

Perspective
 • Attempts to “Scientise” Design
1960s •Technologist Buckminster Fuller called for “Design Science Revolution” to overcome
human and environmental problems
• The word “Wicked Problems” was coined
•Nobel Laureate & Cognitive Scientist Herbert Simon emphasised on Testing through
Observation & Rapid prototyping
1970s
• Engineer & Artist Robert Kim researched on Left & Right brain for Problem Solving
and incorporated Design Thinking as a holistic problem solving approach
• “Designerly Way” of Solving problems – Paper by Nigel Cross
•Prof. Bryan Lawson’s Experiment – Post Graduate Architectural Students
1980s (Designers) vs Post Graduate Science Students (Scientists)
• Solution Focused problem solvers vs Problem Focused Problem Solvers

1990s • Design becomes mainstream thanks to IDEO

• Adopted by Graduate Schools, B-Schools

2000s and Corporations alike
 Short Question Answer

Q1 Brief about the history of Design thinking

Q2 What is Innovation and Creativity?

Q3 What are the elements of great design?

Q4 Give one example of good and bad design

Examples of Wicked Problems:
• Poverty
• Climate Change
• Homelessness
• Environment Sustainability

Design-Way to address?
•Break down information into
nodes and links.
•Visualize the information.
•Collaborate and include
stakeholders in the process.
•Release solutions quickly
and gather continuous
feedback.
•Carry out multiple iterations.
The term “wicked problem” was first coined by Horst Rittel, design theorist and professor of design
methodology at the Ulm School of Design, Germany.
What Is a Wicked Problem?
A wicked problem is a social or cultural problem that’s difficult or impossible to solve—normally because
of its complex and interconnected nature. Wicked problems lack clarity in both their aims and solutions, and
are subject to real-world constraints which hinder risk-free attempts to find a solution.
Wicked problems are problems with many interdependent factors making them seem impossible to solve.
In the paper “Dilemmas in a General Theory of Planning,” he describes ten characteristics of wicked problems:
1. There is no definitive formula for a wicked problem.
2. Wicked problems have no stopping rule, as in there’s no way to know your solution is final.
3. Solutions to wicked problems are not true-or-false; they can only be good-or-bad.
4. There is no immediate test of a solution to a wicked problem.
5. Every solution to a wicked problem is a "one-shot operation"; because there is no opportunity to learn by trial-and-error,
every attempt counts significantly.
6. Wicked problems do not have a set number of potential solutions.
7. Every wicked problem is essentially unique.
8. Every wicked problem can be considered a symptom of another problem.
9. There is always more than one explanation for a wicked problem because the explanations vary greatly depending on the
individual perspective.
10. Planners/designers have no right to be wrong and must be fully responsible for their actions.
3 Core Design Thinking Principles
Design Mindset for Innovation
Design Culture Encompasses
Design Design
Mind Space

Design Design
Process Frameworks
Innovation and Creativity
Innovation and
creativity in the
workplace have
become
increasingly
important
determinants of-
1. Organizatio
nal
performance
2. Success
3. Longer-term
survival.
 Creativity at different level of organization

Creativity is a complex interaction between the individual and their work situation at different levels of
organization.
1. At the individual level: individual creativity is the result of antecedent conditions (e.g., biographical
variables), cognitive style and ability (e.g., divergent thinking), personality (e.g., self-esteem), relevant
knowledge, motivation, social influences (e.g., rewards), and contextual influences (e.g., physical
environment).
2. At the team level: creativity is a consequence of individual creative behavior, the interaction between the
group members (e.g., group composition), group characteristics (e.g., norms, size), team processes, and
contextual influences (e.g., organizational culture, reward systems).
3. At the organizational level: innovation is a function of both individual and group creativity (Woodman et
al., 1993). This has been one of the most frequently used conceptual frameworks in emphasizing the
interactions between the contextual and individual factors that might enhance or inhibit creativity at work
Framework for Creativity and Innovation
Design Mindset

22-04-21
Musical
Notes
 5 Forces of Growth (SEPIA)
SKILL
Imparted through Training

Applying a set pattern of

Knowledge Packets in a defined
Knowledge Cluster, repeatedly.
 5 Forces of Growth (SEPIA)
EXPERTISE

Developed through
Formal Education

Expertise is Depth
in Knowledge Cluster
500 ft deep
5 Forces of Growth (SEPIA)
PERSPECTIVE

Perspective - Enables
one to step above the
knowledge cluster plane
1000 feet above
 5 Forces of Growth (SEPIA)
IDEA
TECHNOLOGY BUSINESS DOMAIN
Container Container

Intra-space Idea Inter-space Idea

IDEA – Connection of knowledge packets in new arrangement.
(different from accepted norms)
5 Forces of Growth (SEPIA)
ALIGNMENT

Alignment – When multiple

knowledge clusters converge
above the plane.
 SEPIA - 5DRIVERS OF DESIGN©

© Copyright by Arun Jain, Polaris Banyan Holding Private Limited, 2021

All rights reserved. Any use or copy of the same shall be upon written permission from the copyright owner.
5 Frictional Forces(DCAFE)
DOUBT

• Just Not Clear

• Uncertain Trusting yourself

• Indecisive

APPROVAL
5 Frictional Forces(DCAFE)
CONFLICT

• PERSPECTIVE
OPINION
• EXPECTATION
• Difference of …

DIALOGUE
5 Frictional Forces (DCAFE)
ANGER

Symbol of
POWER
HELPLESSNESS
“He who angers you, conquers you!”
- Elizabeth Kenny

ACCEPTANCE
 5 Frictional Forces(DCAFE)
FEAR

... of going wrong

… of failure
… of commitment
… of the ‘unknown’

COURAGE
5 Frictional Forces(DCAFE)
EGO

Road Block for

Learning outside
Comfort Zone
or
Outside current
Knowledge
Container

I KNOW IT ALL HUMILITY

 DCAFE - 5 FRICTIONALFORCES©

APPROVAL DIALOGUE ACCEPTANCE COURAGE HUMILTY

© Copyright by Arun Jain, Polaris Banyan Holding Private Limited, 2021

All rights reserved. Any use or copy of the same shall be upon written permission from the copyright owner.
3 Capacity Levers
 3 Capacity Levers -VAL
VULNERABILITY
Zone of Vulnerability

Markets KC Behavior KC
Comfort Zone

Technology KC Business KC

10X CAPACITY
* KC - Knowledge Container
 3 Capacity Levers– A
APPRECIATION
Appreciation KPs

Positive
Reinforcement

MAIN HOON NA ….!

 3 Capacity Levers -L
LIMITING BELIEFS
Capacity Holders Incidences of
Holding KPs Failure
Limiting Beliefs External
Reinforcement
Self Reinforcement

Knowledge
Network CAPACITY
10
 VAL - 3 CAPACITYLEVERS©

10X THINKING 10X CAPACITY 10X CAPACITY

© Copyright by Arun Jain, Polaris Banyan Holding Private Limited, 2021

All rights reserved. Any use or copy of the same shall be upon written permission from the copyright owner.
 Sample Questions
Q1. What are 3 capacity Levers?
Q2. Explain ‘Conflict’ element of DCAFE forces
Q3. What are 13 musical notes? How do they impact our thinking?
Q4. What is a Design Space?
Design Approaches
Design Thinking model :Hasso-Plattner
Institute of Design at Stanford (d.school)
Design Thinking Model: IDEO
Design Thinking Process: School of Design
Thinking
 MCQ
1. What are the steps of Design Thinking Process?
• Understand > Draw > Ideate > Create > Test
• Empathise > Define > Ideate > Prototype > Test
• Empathise > Design > Implement > Produce > Test
• Understand > Define > Ideate > Produce > Try

2. The final step in the Design Process is to ____.

• Test
• Define
• Ideate
• Empathize
 References

Design of Roads : New York vs Bengaluru

https://uxdesign.cc/bangalore-traffic-short-case-study-7206b53ccc40

South Indian Food System

https://www.linkedin.com/pulse/20140809081100-24337284-design-thinking-and-south-indian-
food/

Gillete Case
https://www.dailymail.co.uk/news/article-2443191/Gillette-spent-fortune-Indian-razor-forgetting-
countrys-running-water.html
References

https://www.customerguru.in/amazingly-shocking-customer-experience-story-ritz-carlton-does-it-
again/

Wicked Problems
https://www.interaction-design.org/literature/topics/wicked-problems

Different Examples on 3 Laws of Design Thinking

https://www.independent.co.uk/news/world/americas/starbucks-barista-learns-sign-language-to- talk-to-deaf-
customer-a6890606.html
Thank You!