School of Engineering (CSE-AIML)

II Year B. Tech - II Semester R-22

Subject Name: DESIGN THINKING
Subject Code: MR22-1CS0223
Question Bank

Qno Question Marks Section

1 Differentiate design, Engineering design and Design 8 Section-I
thinking?
2 a.Describe the 5 stage Stanford process model ? 4 Section-I
b. explain the attributes of design Thinking mindset? 4
3 Explain the Venn diagram of design thinking? 8 Section-I
4 a.Name the applications of design thinking? 4 Section-I
b.Explain any five applications of design thinking? 4
5 What are the concept models for comparing design thinking 8 Section-I
and engineering systems thinking?
6 How does the iterative nature of design thinking contribute 8 Section-I
to its effectiveness?
7 What are the features and uses of Design thinking? 8 Section-I
8 Illustrate what are the Design thinking resources? 8 Section-I
9 Difference between Design and Engineering Design? 8 Section-I
10 Elaborate about Design thinking process steps? 8 Section-I
11 a.Define Empathy in design thinking with suitable example? 4 Section-II
b. discuss any two tools of empathy? 4
12 Discuss the guidelines in framing the problem statement in 8 Section-II
Define phase of design thinking?
13 a.What is meant by human centered design? 4 Section-II
b.Elaborate human centered design with any two examples? 4
14 a.Define Empathy map and its use in design thinking? 4 Section-II
b. Discuss the process of empathy map? 4
15 What is the Role of Empathy in Design Thinking and its 8 Section-II
importance?
16 Discuss some of the methods and tools of empathy? 8 Section-II
17 a. List out the advantages and disadvantages of mind map? 4 Section-II
b. Define mind map and state its principles? 4
18 Explain Divergent Thinking and Convergent Thinking with 8 Section-II
example
19 Can you explain the key stages of the Human-Centered 8 Section-II
Design (HCD) process?
20 How can designers effectively immerse themselves in the 8 Section-II
users' experiences to gain empathy?
21 a. Define Brainstorming and Explain it’s rules? 4 Section-III
b. Explain the variants of Brainstorming? 4
22 What is meant by prototype in design thinking? Differentiate 4 Section-III
low-fidelity and high-fidelity prototypes? 4
23 a. Name four ideation methods and Explain them in detail? 4 Section-III
 b. Briefly explain the Qualities of Prototyping? 4
24 Explain the testing in design thinking? Explain end user 4 Section-III
testing in detail? 4
25 Explain in detail the various Brainstorming techniques? 8 Section-III
26 Explain in detail Conceptual model and conceptual 8 Section-III
design?
27 Explain the various type of prototyping in detail? 8 Section-III
28 Explain classical test methods in detail with example? 8 Section-III
29 Explain various observation testing methods in detail? 8 Section-III
30 Develop a case study for Introducing Smart Hub Connect? 8 Section-III
31 Define Innovation and elaborate its types and 8 Section-IV
characteristics?
32 a.What is the nature of innovation ? 4 Section-IV
b. what are the levels of innovation? 4
33 Differentiate product innovation and process innovation 8 Section-IV
34 Illustrate the case study of design intervention for Livelihood 8 Section-IV
and hygiene for street vending of food items (panipuri)
35 Elaborate with examples the types of Innovation. 8 Section-IV
36 Give a short note on the following. Section-IV
a) Breakout Innovation and 4
b) Breakthrough Innovation 4
37 What are the steps involved in innovation by design? 8 Section-IV
38 a. What is product innovation? Why it is important? 4 Section-IV
b. Explain the various types of Product innovation in detail? 4
39 a. Why innovation is important? 4 Section-IV
b. What are the skills needed for successful innovation? 4
40 Explain any two types of Innovation with suitable examples 8 Section-IV
41 a.What are business challenges? 4 Section-V
b.Explain any two with design thinking solutions? 4
42 Illustrate how design thinking principles that redefines 8 Section-V
business Management?
43 Distinguish Business model and Business Strategy? 8 Section-V
44 Explain How design thinking meets corporate strategies? 8 Section-V
45 a. Give insights into Design Thinking applied in Business 4 Section-V
Innovation?
b. Explain how design thinking is applied in Strategic
Innovation? 4
46 Explain the design thinking principles that redefine the 8 Section-V
businesses?
47 Give a short note on the following design thinking 4 Section-V
approaches towards business challenge. 4
A) Growth B) Predictability
48 Briefly give necessary steps to include design thinking for 8 Section-V
startups?
49 Illustrate the following business challenges in detail. 4 Section-V
A) Change B) Maintenance 4
50 Explain any five design thinking principles which redefine 8 Section-V
the business?

COURSE COORDINATOR HOD-AIML

 DESIGN THINKING
UNIT-1-Design Thinking and Product Innovation
QNO-1: Differentiate design, Engineering design and Design thinking?
ANS:

Aspect Design Engineering Design Design Thinking

Definition The process of A systematic, A user-centered
creating a plan or intelligent process in approach to
convention for the which designers innovation that
construction of an generate, evaluate, draws from the
object, system, or and specify concepts designer's toolkit to
measurable human for devices, systems, integrate the needs of
interaction. or processes. people, the
possibilities of
technology, and the
requirements for
business success.
Objective To create To solve technical To empathize with
aesthetically problems by creating users and create
pleasing and practical and innovative solutions
functional products. efficient solutions. to complex
problems.
Approach Artistic and creative, Technical and Iterative and user-
focusing on form and analytical, focusing centered, focusing on
function. on functionality, empathy, ideation,
feasibility, and and experimentation.
efficiency.
Process Often involves Follows a systematic Involves stages such
brainstorming, process including as empathize, define,
sketching, problem definition, ideate, prototype,
prototyping, and conceptualization, and test.
refining. design development,
and testing.
Tools Used Sketches, models, Engineering Empathy maps,
CAD software, software (CAD, journey maps,
design principles. CAE), mathematical brainstorming, rapid
models, simulations. prototyping.
Outcome Products, interfaces, Functional products, Innovative solutions,
visual graphics, systems, or processes new products or
experiences. that meet technical services, improved
specifications. user experiences.
Iteration Iterative but not Iterative with a focus Highly iterative,
always systematic; on testing and focusing on rapid
often refines based refinement to meet prototyping and user
on aesthetic and engineering feedback.
functional criteria. standards.
 Examples Graphic design, Mechanical design, Redesigning
industrial design, civil engineering healthcare services,
interior design. projects, electrical creating new
circuit design. educational tools,
developing
customer-centric
business models.

QNO-2: A: Describe the 5 stage Stanford process model?

ANS:
B: Explain the attributes of design Thinking mind-set?
ANS:
Beyond suggesting the 5-stage process model, Stanford d.school advocates for six
attributes of the design-thinking mindset. Those are:
• Human centered
• Bias towards action
• Radical collaboration
• Culture of prototyping
• Show, don’t tell
• Mindful of process
Human centered It is the idea that design thinkers should
identify with the users
challenges and develop solutions that address
their needs.

Bias towards action It directs design thinkers to solve problems

instead of finding
additional ones. Team members should
prototype to learn
insights instead of expressing self –important
personal opinion
Radical collaboration It suggests breakthroughs come from a team
consisting of
members with diverse view points, education
and experiences.
Culture of prototyping It is related to the notion that solutions will
arise from trying
out concepts and getting users input early
Show ,don’t tell Emphasizes the need to communicate
visually rather than
verbally
Mindful of process It encourages teams to be aware of stage the
project is in, and
what needs to accomplish in the current
stage.
QNO-3: Explain the Venn diagram of design thinking?
ANS:
➢ Desirable ,feasible and viable are three important lenses for innovation

through design thinking .

➢ Desirable (people want it) ,feasible ( what can actually do it) and it has to
be viable( don’t go break)
➢ Desirability tests whether the innovation is solving the customer problems rightly.
➢ Feasibility tests whether the innovation strengthens the business or not .
➢ Viability tests the value chain for long term sustainability.
The Venn diagram of Design Thinking revolves around three core concepts: Desirability,
Feasibility, and Viability. These concepts are essential for developing innovative and successful
design solutions. Here's a detailed explanation of each concept and their intersections:

Desirability (Human)

 Focus: The needs, wants, and limitations of the end-users.

 Objective: Ensure that the solution addresses real problems or desires of the people
who will use it.
 Methods: User research, empathy mapping, interviews, observations, user personas.

Feasibility (Technology)

 Focus: The technical aspects of implementing the solution.

 Objective: Ensure that the solution can be practically implemented using available
technology and resources.
 Methods: Technical assessment, prototyping, feasibility studies, resource evaluation.

Viability (Business)

 Focus: The economic and business aspects of the solution.

 Objective: Ensure that the solution is economically sustainable and aligns with
business goals.
 Methods: Business model canvas, cost-benefit analysis, market analysis, strategic
planning.

Intersections of the Concepts

 Desirability + Feasibility: The overlap between what users want and what is
technically possible. This intersection ensures that the solution is both user-friendly and
technically implementable. For example, a mobile app that users find intuitive and easy
to use, and that can be built with existing technology.
  Feasibility + Viability: The overlap between technical capabilities and business
sustainability. This ensures that the solution can be built with available technology and
resources and that it makes economic sense. For example, a product that can be
manufactured using existing processes and materials at a cost that allows for a profitable
business model.

 Viability + Desirability: The overlap between business goals and user needs. This
ensures that the solution is not only desirable to users but also aligns with and supports
business objectives. For example, a service that users love and that also aligns with the
company's strategic direction and profitability goals.

The Sweet Spot: Intersection of All Three

 Desirability + Feasibility + Viability: The center of the Venn diagram is the sweet
spot where all three components intersect. This is where the most successful and
innovative design solutions emerge, as they are desirable to users, technically feasible
to implement, and viable from a business perspective. For example, a new product that
meets a critical user need, can be built with current technology, and aligns with the
company's business model to ensure profitability.

QNO-4 A: .Name the applications of design thinking?

B: Explain any five applications of design thinking?

ANS:
Application of Design thinking:

➢Design thinking is a problem solving that focus on users and their

emotional needs while experiencing products and services.
➢Design thinking approach is useful for Designers, Engineers, planners,
Managers, strategists, Economists, Teachers and many other Professions.
Design thinking having wide range of applications across
different domains:
➢ Automobile
➢ Health care
➢ Architecture
➢ Software
➢ Education
➢ Digital
➢ Retail
➢ Art and culture
➢ strategy

1. Product Design and Development

 User-Centric Products: Design Thinking helps in creating products and services that
are tailored to meet the specific needs and preferences of users. It involves
understanding user pain points, conducting empathy interviews, and ideating solutions
that address those needs.

 Iterative Prototyping: DT emphasizes rapid prototyping and iterative design cycles.

This approach allows designers and engineers to test ideas quickly, gather feedback,
and make necessary improvements, resulting in more refined and user-friendly
products.

 Cross-Functional Collaboration: DT promotes collaboration among

multidisciplinary teams including designers, engineers, marketers, and end-users. This
collaborative environment fosters innovation and ensures that all aspects of product
development are considered.

2. Business Innovation and Strategy

  New Business Models: DT encourages companies to rethink their business models by
focusing on customer needs and market trends. It helps in identifying new
opportunities, developing innovative solutions, and creating sustainable competitive
advantages.

 Customer Experience Design: DT plays a crucial role in designing seamless and

enjoyable customer experiences. By mapping customer journeys, analyzing
touchpoints, and implementing design-driven solutions, businesses can enhance
customer satisfaction and loyalty.

 Innovation Workshops: Many organizations use DT workshops and ideation sessions

to generate innovative ideas, solve complex problems, and drive continuous
improvement across different business functions.

3. Education and Training

 Design Thinking in Education: DT is increasingly being integrated into educational

curriculums to promote critical thinking, creativity, and problem-solving skills among
students. It encourages hands-on learning, collaboration, and empathy-driven projects.

 Professional Development: DT workshops and training programs are conducted in

workplaces to enhance employees' creative thinking abilities, foster a culture of
innovation, and improve teamwork and collaboration.

4. Healthcare and Wellness

 Patient-Centered Care: DT is applied in healthcare to design patient-centered

solutions that improve the overall healthcare experience. This includes designing user-
friendly medical devices, digital health solutions, and healthcare facilities.

 Healthcare Process Improvement: DT helps in optimizing healthcare processes such

as appointment scheduling, patient communication, and workflow management. It
leads to more efficient and effective healthcare delivery.

5. Social Impact and Nonprofits

 Social Innovation: Nonprofit organizations and social enterprises use DT to develop

innovative solutions for addressing social challenges such as poverty, education
inequality, environmental sustainability, and healthcare access.

 Community Engagement: DT methodologies like community co-design and

participatory design are used to involve stakeholders and communities in the design
and implementation of social programs and interventions.

6. User Experience (UX) Design

  UX Research: DT techniques such as user interviews, personas, journey mapping, and
usability testing are integral to UX research. They help UX designers gain insights into
user behaviors, preferences, and pain points.

 UX/UI Design: DT principles guide UX/UI designers in creating intuitive, user-

friendly interfaces for websites, mobile apps, and digital platforms. It ensures that the
design not only looks visually appealing but also provides a seamless user experience.

7. Environmental Sustainability

 Sustainable Design: DT can be applied to create environmentally sustainable products,

services, and systems. It involves considering factors such as material sourcing, energy
efficiency, waste reduction, and circular economy principles.

 Green Technologies: Design Thinking is used in the development of green

technologies and innovations that contribute to environmental conservation, climate
resilience, and sustainable living practices.

8. Government and Public Services

 Citizen-Centric Services: DT helps governments and public agencies in designing

citizen-centric services and policies. It involves understanding citizen needs, improving
service accessibility, and enhancing overall user experience.

 Policy Design: DT methodologies like design sprints and co-creation workshops are
used to design and iterate public policies, regulations, and programs in a more user-
centric and inclusive manner

These applications highlight the versatility and impact of Design Thinking across diverse
fields, emphasizing its effectiveness in driving innovation, solving complex problems, and
creating meaningful experiences for users and communities.

QNO-5: What are the concept models for comparing design thinking and engineering
systems thinking?

ANS:
Concept models for comparing design thinking and engineering
systems thinking:
❖ Design thinking and engineering systems thinking are using four general
themes: history, values, applications and methods.
❖ By organizing these themes into models called “concept models”.
❖ Concept models visually represent different perspectives on the
relationship between design thinking and engineering systems thinking.
❖ The models are
I. Distinctive concept model
II. Comparative concept model
III. Inclusive concept model
IV. Integrative concept model
➢The Distinctive concept model, positions design thinking (DT) and
Engineering system thinking (EST) as separate concepts, each with
unique history, set of values, practical application and methods
➢The comparative concept model, suggests that design thinking(DT)
and Engineering system thinking(EST) are similar underlying
concepts with different applications and methods.
➢The inclusive concept model describes engineering systems thinking
as a specific application of design thinking, in which design thinking
principles, methods and processes are applied to complex systems
design problems.

I. The Distinctive Concept Model:

➢The distinctive concept model of design thinking and engineering
systems thinking describes two unique concepts with different
histories, values, themes, and applications
➢Design thinking has origins in psychology, industrial design, and
product development, and is a method for generating innovative, user-centered
products and services. Empathy is a key driver of the design thinking process.

Design thinking Engineering systems thinking

Origins: Industrial design, Origins: cybernetics,
Engineering management science,
design/product operation research, system
development, psychology engineering
Capture human process: Captures system process:
inspiration, ideation, and inputs , outputs, and
implementation. feedback loops
Values: practicality, Values: interaction,
empathy, innovation emergence, interdependent

II The Comparative Concept Model:

➢Design thinking and Engineering systems thinking positions the
two concepts as distinct, but with several major overlaps
➢While DT and EST have different origins, applications and
approaches, both require a similar cognitive skill set in practice
➢Design thinkers and engineering systems thinkers alike must be
creative, flexible, curious, and emotionally intelligent.
➢Design thinkers and engineering systems thinkers both utilize
divergent and convergent thinking strategies, use analogical, visual,
and spatial reasoning, and embrace ambiguity and emergence

III. The Inclusive Concept Model:

➢The inclusive concept model suggests that engineering systems
thinking might not be a standalone methodology.
➢the specific application of design thinking principles to the
design of large scale, complex engineering systems such as
software enterprise systems, aerospace vehicles, or nuclear
power stations etc
➢DT and EST are both approaches for addressing design
complexity, defining and solving wicked problems, and
understanding the role of cognitive and social processes on
system design and performance.

➢The key distinction here is the emphasis placed on abstraction,

interdependence, and emergence in EST, versus tangibility,
prototyping, testing, and redesign in DT.
➢It is important to note that EST is included as a subset of DT and
not the other way around
IV The Integrative Concept Model:

➢The philosophies of design thinking and engineering system thinking

might be better understood as part of a single overarching framework.
➢Design thinking could be the fundamental skill required for design across
all contexts and levels of complexity; engineering systems thinking might
not be distinguishable from design thinking in practice .
Conclusion:
➢Design thinking and engineering systems thinking are similar frameworks
for exploring principles and processes of engineering design.
➢Exploring contemporary applications and methods is useful for
identifying opportunities to share knowledge and tools between
communities in the future.
QNO-6 How does the iterative nature of design thinking contribute to its
effectiveness?
ANS:

The iterative nature of design thinking is a core component that significantly

contributes to its effectiveness. Here are several reasons why:

1. Flexibility and Adaptation: Iteration allows for continuous refinement and

adaptation of ideas. As teams progress through the design thinking process, they
can revisit earlier stages based on new insights, ensuring that the final solution is
well-suited to the users' needs.

2. Continuous Learning: Each iteration is an opportunity to learn more about

the problem space and the users. By repeatedly testing and gathering feedback,
teams can deepen their understanding and improve their solutions over time.

3. User-Centered Focus: Iterative design emphasizes regular feedback from real

users. This ensures that the design remains user-centered, addressing actual user
needs and problems rather than assumptions about them.

4. Risk Mitigation: Early and frequent testing of prototypes helps identify

potential issues before they become significant problems. This proactive
approach reduces the risk of project failure and ensures that resources are used
more efficiently.
5. Innovation and Creativity: Iteration encourages exploration of multiple
solutions and ideas. It allows teams to experiment with different approaches,
fostering creativity and potentially leading to more innovative outcomes.

6. Incremental Improvement: Rather than striving for a perfect solution from

the start, iterative design focuses on incremental improvements. This makes the
process more manageable and less daunting, as teams can make small, continuous
enhancements.

7. Collaboration and Communication: Iterative design promotes ongoing

collaboration and communication among team members. Regular check-ins and
updates ensure that everyone is aligned and can contribute their diverse
perspectives throughout the process.

8. Fail Fast, Succeed Sooner: The iterative process embraces failure as a

learning tool. By failing early and often, teams can quickly discard less viable
ideas and focus on more promising directions, accelerating the path to a
successful solution.

9. Empathy and Engagement: Regular user involvement fosters empathy and a

deeper connection to the end-users. This engagement helps ensure that the final
product not only meets functional requirements but also resonates with users on
an emotional level.

10. Scalability: The iterative approach can be scaled to fit different project
sizes and complexities. Whether it's a small feature update or a large-scale
innovation project, the iterative process can be adapted to suit various contexts
and constraints.

Overall, the iterative nature of design thinking creates a dynamic and responsive
process that enhances problem-solving effectiveness, drives user satisfaction, and
promotes innovation.

QNO-7: What are the features and uses of Design thinking?

ANS:

Design thinking is a user-centered approach to problem-solving that emphasizes empathy,

creativity, and iterative testing. It is widely used in various fields to develop innovative
solutions that meet user needs effectively. Here are the key features and uses of design thinking:

Features of Design Thinking

1.User-Centered Focus:
 Empathy: Understanding the user's needs, experiences, and emotions is central. This involves
techniques like user interviews, observations, and empathy mapping.
Personas: Creating detailed profiles of typical users to guide design decisions.

2.Collaborative and Multidisciplinary:

Diverse Teams: Involves team members from different disciplines to bring various
perspectives and expertise.
Co-Creation: Engaging stakeholders and users in the design process.

3.Iterative Process:

Prototyping: Building quick, low-fidelity prototypes to test ideas early and often.
Testing: Continuously testing prototypes with users to gather feedback and refine solutions.

4.Creative Problem Solving:

Ideation: Encouraging brainstorming and free-thinking to generate a wide range of ideas.

Innovation: Seeking novel and effective solutions that might not be immediately obvious.

5.Structured Framework:

Stages: Typically follows stages such as Empathize, Define, Ideate, Prototype, and Test.
Flexibility: While structured, the process is flexible and iterative, allowing teams to revisit and
refine stages as needed.

6. Visual Thinking:

Sketching and Storyboarding: Using visual tools to communicate ideas and concepts.

Mind Mapping: Organizing thoughts and ideas visually to uncover connections and insights.

7.Hands-On Approach:

Tangible Prototypes: Creating physical models or interactive simulations to visualize and test
ideas.
Experimentation: Encouraging experimentation to explore possibilities and constraints.

Uses of Design Thinking

1.Product Development:

New Products: Designing innovative products that address unmet user needs.
Product Improvement: Enhancing existing products based on user feedback and insights.
2.Service Design:
Customer Experience: Improving the overall customer journey and experience across
touchpoints.
Service Processes: Streamlining and optimizing service delivery processes.

3.Business Strategy:

Innovation Strategy: Developing strategies for business growth and innovation.

Problem-Solving: Addressing complex business challenges with user-centered solutions.

4. Social Innovation:

Non-Profit Sector: Creating impactful solutions for social issues, such as healthcare,
education, and community development.

Public Services: Enhancing public services to better meet the needs of citizens.

5.Education:

Curriculum Development: Designing educational programs and curricula that engage

students and improve learning outcomes.
Learning Environments: Creating effective and inspiring learning environments.

5. Healthcare:

Patient Experience: Improving patient care and experience through user-centered healthcare
solutions.

Healthcare Services: Streamlining processes and systems within healthcare organizations.

6.Technology and Software Development:

User Experience (UX) Design: Designing user-friendly interfaces and interactions for digital
products.
Agile Development: Integrating design thinking with agile methodologies for iterative
software development.

7.Organizational Change:

Change Management: Facilitating organizational change through employee-centered

solutions.
Culture Building: Developing a culture of innovation and collaboration within organizations.

8.Marketing and Branding:

Brand Experience: Designing holistic brand experiences that resonate with customers.
Campaign Development: Creating marketing campaigns that effectively engage target
audiences.
Conclusion
Design thinking is a versatile and powerful methodology that emphasizes empathy, creativity,
and iterative development. Its features make it well-suited for tackling a wide range of
challenges across various fields, from product development and service design to social
innovation and education. By focusing on the needs and experiences of users, design thinking
fosters innovative solutions that are both effective and user-centered.

QNO-8 Illustrate what are the Design thinking resources?

ANS:
1.In order for design thinking to succeed, the right ingredients need to be
assembled. The desirable workspace, the materials often used in design
thinking, and finally the needed integration and cooperation between the
design –thinker’s team and the organization.
2. The resources are a. People b. Place c. Materials d. Organization.

A. People :
1. The individuals that are needed are those who are willing and able to adopt the
design –thinking mindset. So the people working on a design thinking are critical
to its success
2. These people are experts in system or field or area of the business. They are
observant and they listen
3. They have the ability to frame problems and solve them.
4. They can think strategically and execute tactically.
5. They are both creative and analytical
6. They are communicative and comfortable to flexibility
7. The team that emerges from assembling theses people should have a spirit of
shared purpose, flexibility, collaboration, and mutual support.

B. Place:
1. A space needs to be located that facilitates collaboration and imagination.
2. Design thinking produces many physical artifacts. These artifacts are most
useful when they are accessible and visible.
3. Design thinking requires the content under consideration be visible. This
translates to the need for stationary and mobile white boards, pin boards display
screens, storage buddies and large surfaces on which to hang
4. Flexibility of furniture is essential.
5. According to Lewrick he recommended that 5m2 per participant be used as
sizing parameter for good space
6. Space, like money and tine is often a scare resource
7. The actual size of the space may become a limiting factor on how large the
team and collaborative activities can be.

C. Materials :
1. Making and visual idea transfer are essential elements of design thinking, for
that materials are needed
2. list of materials typically needed are:
i. white boards
ii. whiteboard markers
iii. colored pencils
iv. sticky notes of various shapes and colors
v. Hanging strings
vi. colored sheets
vii. flip charts
viii. large rolls of
ix. paper
x. Glue
xi. Lego blocks
xii. Scissors
xiii. index cards ,audio and video capture tools and analyzers
xiv. Paper
xv. play dough
xvi. popsicle sticks
xvii. foam core

xviii. Push pinsNotepads & pens

xix. Tooth picks
xx. Laptops

D Organizations:
Locating and accessing design thinking people may require the organization to
permit the functional structure to relent and allow enterprise benefit to supersede
design thinking objectives.

QNO-9: Difference between Design and Engineering Design?

ANS:
Design Engineering Design

Design emphasizes creating solutions that Engineering Design focuses on the

are visually appealing, user-friendly, and technical feasibility, reliability, and
functional from a user perspective. It functionality of a solution. It ensures the
prioritizes how users interact with and product meets technical specifications and
experience the product. performs reliably under various conditions.

Design aims to create aesthetically pleasing Engineering Design aims to solve technical
and user-centered solutions. problems and ensure the product is safe,
reliable, and efficient.

Design uses a holistic and creative approach, Engineering Design uses a systematic and
often involving brainstorming and exploring analytical approach, often involving detailed
multiple concepts. calculations, simulations, and analysis.
Design is often iterative and non-linear, with Engineering Design follows a more
frequent revisits to earlier stages based on structured process but can iterate during the
user feedback. testing and refinement stages.

Design employs tools for visual Engineering Design uses technical tools for
representation and prototyping such as modeling, simulation, and analysis like CAD
sketching, storyboarding, and digital design software and finite element analysis (FEA)
tools. tools.

Design involves disciplines like graphic Engineering Design involves various

design, industrial design, UX/UI design, and branches of engineering such as mechanical,
architecture. electrical, civil, and software engineering.

Design produces concepts, mockups, user Engineering Design produces detailed

interfaces, and prototypes focused on user engineering drawings, specifications,
experience. prototypes, and product plans focused on
technical performance.

Design places a strong emphasis on Engineering Design emphasizes analytical

creativity and innovative thinking. skills and technical problem-solving.

Design involves frequent iteration based on Engineering Design involves iteration

user feedback. primarily during the testing phase to refine
and validate the technical aspects.


Design professionals are typically educated Engineering Design professionals are

in design schools, art schools, and educated through engineering degrees and
interdisciplinary programs. may hold professional certifications like PE
(Professional Engineer).

Design projects include website design, Engineering Design projects include bridge
product packaging, and furniture design. design, aircraft design, and electronic circuit
design.
QN0-10: Elaborate about Design thinking process steps?

ANS:
The Design Thinking process can be divided into five key steps: Empathize, Define, Ideate,
Prototype, and Test.When considering the five steps of Design Thinking, it’s important to
remember that it’s not a linear process. Although we talk about the process in terms of
sequential steps, it’s a highly iterative loop.

The five stages of design thinking, according to the d.school, are:

i. Empathize: research your users' needs.

ii. Define: state your users' needs and problems.
iii. Ideate: challenge assumptions and create ideas.
iv. Prototype: start to create solutions.
v. Test: try your solutions out.

Stage 1: Empathize—Research Your Users' Needs:

The first stage of the design thinking process focuses on user-centric research. You want to
gain an empathic understanding of the problem you are trying to solve. Consult experts to find
out more about the area of concern and conduct observations to engage and empathize with
your users. You may also want to immerse yourself in your users’ physical environment to gain
a deeper, personal understanding of the issues involved—as well as their experiences
and motivations. Empathy is crucial to problem solving and a human-centered design
process as it allows design thinkers to set aside their own assumptions about the world and gain
real insight into users and their needs.

Depending on time constraints, you will gather a substantial amount of information to use
during the next stage. The main aim of the Empathize stage is to develop the best possible
understanding of your users, their needs and the problems that underlie the development of the
product or service you want to create.

Stage 2: Define—State Your Users' Needs and Problems

In the Define stage, you will organize the information you have gathered during the Empathize
stage. You’ll analyze your observations to define the core problems you and your team have
identified up to this point. Defining the problem and problem statement must be done in a
human-centered manner.
The Define stage will help the design team collect great ideas to establish features, functions
and other elements to solve the problem at hand—or, at the very least, allow real users to
resolve issues themselves with minimal difficulty. In this stage, you will start to progress to the
third stage, the ideation phase, where you ask questions to help you look for solutions.

Stage 3: Ideate—Challenge Assumptions and Create Ideas

During the third stage of the design thinking process, designers are ready to generate ideas.
You’ve grown to understand your users and their needs in the Empathize stage, and you’ve
analyzed your observations in the Define stage to create a user centric problem statement. With
this solid background, you and your team members can start to look at the problem from
different perspectives and ideate innovative solutions to your problem statement.
There are hundreds of ideation techniques you can use—such as Brainstorm, Brainwrite, Worst
Possible Idea and SCAMPER. Brainstorm and Worst Possible Idea techniques are typically
used at the start of the ideation stage to stimulate free thinking and expand the problem space.
This allows you to generate as many ideas as possible at the start of ideation. You should pick
other ideation techniques towards the end of this stage to help you investigate and test your
ideas, and choose the best ones to move forward with—either because they seem to solve the
problem or provide the elements required to circumvent it.

Stage 4: Prototype—Start to Create Solutions:

The design team will now produce a number of inexpensive, scaled down versions of the
product (or specific features found within the product) to investigate the key solutions
generated in the ideation phase. These prototypes can be shared and tested within the team
itself, in other departments or on a small group of people outside the design team.

This is an experimental phase, and the aim is to identify the best possible solution for each
of the problems identified during the first three stages. The solutions are implemented
within the prototypes and, one by one, they are investigated and then accepted, improved or
rejected based on the users’ experiences.

By the end of the Prototype stage, the design team will have a better idea of the product’s
limitations and the problems it faces. They’ll also have a clearer view of how real users would
behave, think and feel when they interact with the end product.

Stage 5: Test—Try Your Solutions Out:

Designers or evaluators rigorously test the complete product using the best solutions identified
in the Prototype stage. This is the final stage of the five-stage model; however, in an iterative
process such as design thinking, the results generated are often used to redefine one or more
further problems. This increased level of understanding may help you investigate the conditions
of use and how people think, behave and feel towards the product, and even lead you to loop
back to a previous stage in the design thinking process. You can then proceed with further
iterations and make alterations and refinements to rule out alternative solutions. The ultimate
goal is to get as deep an understanding of the product and its users as possible
 DESIGN THINKING
Unit-II

Q.NO 11: A. Define Empathy in design thinking with suitable example?

B. Discuss any two tools of empathy?

ANS: A. Defining Empathy in Design Thinking

Empathy in design thinking refers to the process of understanding
and sharing the feelings, thoughts, and experiences of the users for
whom a product or service is being designed. It involves stepping into
the users' shoes to gain insights into their needs, challenges, and
motivations. This user-centric approach ensures that the design
solutions are relevant and impactful.
Example:
Consider the design of a new mobile banking app. By employing
empathy, designers conduct user interviews and observations to
understand the problems users face with current banking apps. They
discover that elderly users struggle with small fonts and complex
navigation. Empathizing with these users leads the designers to
create a simplified interface with larger text and easy-to-navigate
menus, thereby making the app more accessible and user-friendly for
the elderly.
B. Two Tools of Empathy
1. Empathy Maps:
An empathy map is a collaborative tool used to visualize what a user
says, thinks, does, and feels. It helps designers capture insights about
the user’s experience and understand their needs more deeply.
How it works:

- Say: What are some of the quotes or key phrases the user has said?
 -Think: What might the user be thinking? What does this tell us
about
their beliefs and feelings?
- Do: What actions and behaviours does the user exhibit?

- Feel: What emotions is the user experiencing?

Example: When designing the mobile banking app, the design team
creates empathy maps for different user personas. For an elderly
user, the map might highlight concerns about security (think),
frustration with small text (feel), and reliance on customer service
(do). This insight guides the team to prioritize user-friendly features.

2. User Journey Maps:

A user journey map is a visual representation of the user's
experience with a product or service over time. It outlines each step
a user takes, from initial interaction to the final goal, identifying pain
points and opportunities for improvement.
How it works:
- Identify user personas and specific goals.
- Map out each step the user takes to achieve their goal.
- Note the user's thoughts, feelings, and actions at each stage.
- Highlight pain points and areas where the user experience can be
enhanced.
Example: For the mobile banking app, a user journey map might
reveal that elderly users find the account setup process overly
complicated. By detailing each step (e.g., downloading the app,
creating an account, verifying identity), the designers identify points
where users encounter difficulties and confusion. This leads to a more
streamlined and intuitive setup process tailored to the needs of
elderly users.
 By using tools like empathy maps and user journey maps, designers
can gain a profound understanding of their users, enabling them to
create solutions that genuinely address user needs and enhance the
overall user experience.

Q. No 12: Discuss the guidelines in framing the problem statement in

Define phase of design thinking?

ANS:

As a Design Thinker it need to cover all the points and answers that
got inthe Empathize Phase.

 This is where the process of synthesis comes into picture.
 Clubbing all the answers together and convert them into a
coherent singlestatement Called Problem statement
nothing but Define Phase
 The first step towards defining a problem is to find who the
user is, what ishis/her/their needs and then develop insights
from the answers
 Think of ‘How might we?’ questions
 For example, ‘how might we motivate the employees in DT?’,
‘How might to reduce the cost of knowledge transfer program
without compromising its quality and the mandatory pre-
requisite resources?’
 The following guidelines will help a design thinker to come
up with ‘how might we’ questions.
 Amplify the good: A design thinker must think how to
amplify the positive aspects of the customers’ needs
 Eliminate the bad: Design thinkers need to remove all the
bad elements observed in the problem
 Explore the opposite: Design thinkers need to brainstorm
on how to convert the problem into an opportunity
 Question the Assumptions: This step involves
questioning the assumption at hand
  Identify the Unexpected Resources: Design thinkers
should try to find whether some other resources not
mentioned by the customer canbe leveraged
 Create an Analogy: Design thinking also involves, among
manyother things, how to create connections between the
problem at hand and unrelated images
 Break the Problem into Pieces: This is where again
analysis comes into picture for a short while before the
problem definition can be synthesized
 The transition between the Empathize and Define stages hinges
on the concept of unpacking
 unpacking tells the talking to, observing and learning about
customers and creating a system for turning those insights into
something actionable
 Unpacking insights from the Empathize stage does not have to be
a complicated process
 The tasks involved in synthesizing empathy and definition can
be as simple as breaking out a stack of sticky notes.\
 The primary goal of the unpacking stage is sharing what that
learned with other designers and the rest of team members.
 it is important that everyone on the team is on the same page
about the information gathered in the Empathize stage.
 Having a complete understanding of the customer and his or her
needs will help you form a problem statement, which is a
written expression ofcustomer’s or end user’s problem

Q No 13: A. What is meant by human centered design?

B. Elaborate human centered design with any two examples?

ANS:
Definition:

Human-centered is a philosophy that empowers an individual or team

to designing products, services, systems and experiences that address
the needs and insights of the user who experience the problems

 Human-centered design is a creative approach to solve problems

  It has been championed by Nobel Prize Laureate Herbert Simon,
Developed by Stanford university Design school
 Human-centered design is distinguishes other problem solving
approaches by its intensive focus on understanding the
perspective of the person who experiences a problem and
needs.
 The solution that has been designed for the end users is truly
meeting their needs effectively.
 The end users are constant part of design process and
become part of thedesign team itself in this human centered
design.
 Human-centered design process has many forms, the model
developed byStanford design school has 5 Key phases.
 The phases are
1. Empathize
2. Define
3. Ideate
4. Prototype
5. Test and iterate
 For general understanding
Human-centered design consists of three phases.
1. Inspiration Phase
2. Ideation phase
3. Implementation Phase

 In inspiration Phase it consists Empathize and Define stages

 In Ideation Phase it consist ideate stage and prototype
 In implementation it consist testing and iterate stages.

Examples of human centered design:

Human centered approach problem is an approach of problem

solving mostlyused in design and management sectors by defining
human perspectives in allsteps of problem solving.
1. Pull/Push Door:

Problem Solution designed

  The design had interrupted  The push part of the door does
human brain cognitive Bias. not need handle.
 For brain seeing handle triggers  Design a door with only in the
an action to pull it. pull side of the door.
 In this case the push and pull part  Leave the push side with a plain
of the door are fitted with a pad.
handle, this creates confusion in  People will push the door
brain. automatically if they don’t see a
handle

2. Kids Toothbrush:
Kids hold tooth brushes is totally different from an adult. so it
is harder forthem to use a toothbrush that are designer for
adults.
 Tooth brush for adult

Problem Solution designed

 Kids hands are so small  Made the hands of brush fat and
 They hold tooth brush inside squishy
their fist. Adults hold it insidethe  Introduced small bristles
fingers  Introduced funny character to
 Lack of motivation to brush their the handle
teeth  Created funny accessories

Designed by IDEO for Oral-B

Q No 14: A. Define Empathy map and its use in design thinking?

B. Discuss the process of empathy map?

ANS: An empathy map is a collaborative visualization used to articulate what

we know about a particular type of user. It externalizes knowledge about users
in order to 1) create a shared understanding of user needs, and 2) aid in
decision making.
Why Use Empathy Maps

Empathy maps should be used throughout any UX process to establish common ground among team
members and to understand and prioritize user needs. In user-centered design, empathy maps are best used
from the very beginning of the design process.
Both the process of making an empathy map and the finished artifact have important benefits for the
organization.

Capture Who Users Are:

The empathy-mapping process helps distill and categorize your knowledge of the user into one place. It can
be used to:

 Categorize and make sense of qualitative research (research notes, survey answers, user-interview

transcripts)

 Discover gaps in your current knowledge and identify the types of research needed to address it. A

sparse empathy map indicates that more research needs to be done.

 Create personas by aligning and grouping empathy maps covering individual users

Educate Teammates About Users:

An empathy map is a quick, digestible way to illustrate user attitudes and behaviors. Once created, it

should act as a source of truth throughout a project and protect it from bias or unfounded assumptions.

Collect Data Direct from Users

When empathy maps are filled in directly by users, they can act as a secondary data source and

represent a starting point for a summary of the user session. Moreover, the interviewer may glean

feelings and thoughts from the interviewee that otherwise would have remained hidden.
B)PROCESS OF EMPATHY MAP:

1. Define scope and goals

a. What user or persona will you map? Will you map a persona or an individual user?

Always start with a 1:1 mapping (1 user/persona per empathy map). This means that, if

you have multiple personas, there should be an empathy map for each.

b. Define your primary purpose for empathy mapping. Is it to align the team on

your user? If so, be sure everyone is present during the empathy-mapping activity. Is it

to analyze an interview transcript? If so, set a clear scope and timebox your effort to

ensure you have time to map multiple user interviews.

2. Gather materials

Your purpose should dictate the medium you use to create an empathy map. If you will be

working with an entire team, have a large whiteboard, sticky notes, and markers readily

available. (The outcome will look somewhat like the illustration above.) If empathy mapping

alone, create a system that works for you. The easier to share out with the rest of the team, the

better.

3. Collect research

Gather the research you will be using to fuel your empathy map. Empathy mapping is a

qualitative method, so you will need qualitative inputs: user interviews, field studies, diary

studies, listening sessions, or qualitative surveys.

4. Individually generate sticky notes for each quadrant

Once you have research inputs, you can proceed to mapping as a team. In the beginning,

everybody should read through the research individually. As each team member digests the

data, they can fill out sticky notes that align to the four quadrants. Next, team members can

add their notes to the map on the whiteboard.

5. Converge to cluster and synthesize

In this step, the team moves through the stickies on the board collaboratively and clusters

similar notes that belong to the same quadrant. Name your clusters with themes that represent

each group (for example, “validation from others” or “research”). Repeat themes in each
 quadrant if necessary. The activity of clustering facilitates discussion and alignment — the

goal being to arrive at a shared understanding of your user by all team members.

Once your empathy map is clustered, you can begin to vocalize and align as a team on your

findings. What outliers (or data points that did not fit in any cluster) are there? What themes

were repeated in all the quadrants? What themes only exist in one quadrant? What gaps exist in

our understanding?

6. Polish and plan

If you feel that you need more detail or you have unique needs, adapt the map by including

additional quadrants (like Goals the example below) or by increasing specificity to existing

quadrants. Depending on the purpose of your empathy map, polish and digitize the output

accordingly. Be sure to include the user, any outstanding questions, the date and version

number. Plan to circle back to the empathy map as more research is gathered or to guide UX

decisions.
Q No 15: What is the Role of Empathy in Design Thinking and its
importance?
ANS: Role of Empathy in design thinking:
➢ As the starting point of the design process, Empathy allows a designer to understand the people
who will eventually use their product or service

➢ Empathy is a core value of design thinking .it is also the first step in the design thinking process.
➢ Empathy, draws attention to the abilities of researchers and designers to see the world through
other people’s eyes, feel what they feel, and experience things as they do

➢ Empathy allows a designer to understand the user’s physical and emotional needs.

➢ The Oxford Dictionary defines Empathy as “the ability to understand and share the feeling of
another”.

➢ Empathy is the first step in design thinking because it is a skill that allows us to understand and
share the same feelings that others feel. Through empathy, designers are able to put ourselves in
other people's shoes and connect with how they might be feeling about their problem,
circumstance, or situation Some questions to consider:
• What is the person feeling?
• What actions or words indicate this feeling?
• Can you identify their feelings through words?

• What words would you use to describe their feelings?

➢ Empathy is the cornerstone of any successful design project. The extent to which you
understand and empathize with your users ultimately determines the outcome of your design.

➢ This means observing and engaging with people in order to understand them on a psychological and
emotional level. During this phase, the designer seeks to set aside their assumptions and gather real insights
about the user.

➢ Design Thinking cannot begin without a deeper understanding of the people that designers are designing
for. In order to gain those insights, it is important for designer as a design thinker to empathize with the
people you are designing for so that you can understand their needs, thoughts, emotions and motivations

➢ Finally, empathy shows a designer how users think about the world and what is meaningful to users.

IMPORTANCE OF EMPATHY MAPPING:

➢ In a social context, empathy is often what drives us to take action

➢ If we see people suffering or struggling, and we are able to empathize with their situation, we are
compelled to help relieve them in some way.

➢ Designers need to build empathy for their users in order to take the right course of action

➢ It’s important to understand how the user feels when interacting with a certain product or interface; does
the layout of this website evoke feelings of frustration?

➢ In building empathy, designers can create products which truly please the user and make their lives easier

➢ Without this empathy, the design process lacks that all-important usercentricity which often marks the
distinction between product success and failure.

Q No 16: Discuss some of the methods and tools of empathy?

ANS: Methods and tools of empathy:
Know The people:

❖ The concept of “user-centered” or “human-centered “design is not exactly new

❖ In fact, most definitions of design include some reference to crafting things that people use

❖ However, as an antidote to the one-size-fits all, mass production age of 19th and 20th century design, it
has become important to reemphasize the centrality of users to the process

❖ Design That is sensitive to and based on people’s needs and patterns of behavior will be good design.
❖ The mode of Know people, with its focus on Empathy, observation, personal engagements, and problem
solving, is an indispensable of the design process.

❖ Knowing people is about gaining an empathic understanding of thoughts, feelings, and needs by listening,
observing, interacting, and analyzing.

❖ Immersing yourself in people’s daily lives and keenly listening to their stories can reveal very valuable
insights, sometimes quite surprising and nonobvious.

❖ To get to such valuable insights we should focus on everything that people do, say, and think; we should
be in the mindset to deeply understand people’s activities, needs, motivations, and overall experiences, just
as well as we study our products when we do a product development project.

❖ Knowing people well can lead us to entirely new categories of products, services, or business strategies
that fundamentally address people’s needs and desires, create significant new value, and are very hard to
copy.

Various Mindsets:

➢ Observing Everything

➢ Building Empathy

➢ Immersing in daily life

➢ Listening openly

➢ Looking for problems and needs

Observing Everything:

❖ Observe everything in the context of study, not just the people or the products in use.

❖ Notice places notice other people, notice inconsistencies between what people say and what they do.

❖ Be prepared to consider innovations that address these seemingly external factors. Even more
importantly, look at who and what is not in the field of study

• Building Empathy:

❖ Is it possible to go beyond just knowing about people’s experiences and feelings, to the point of sharing
them?

❖ e.g Spend a day with a busy mom as she struggles to organize the family’s day, share, and identify with
her daily experiences, frustrations, and challenges

❖ make a deep, direct emotional connection with end users’ needs, we will be in a far better position to
develop new ideas in tune with the customer.

• Immersing in Daily Life

❖ Spending time with people in their everyday lives can be eye opening. Use the ethnographer’s approach
to l
❖ ive with and learn about the behaviors, practices, and motivations that form the context in which people
will use the tools, artifacts, messages, and services that you intend to create

❖ Spending a day in the life of people for whom you are designing will be revealing.

• Listening Openly:

❖ We should not just prepare and follow a script for our interaction with research participants. We should
let them guide the discussion toward what is important to them; we must be students, not teachers.

❖ We ought to think of open-ended questions, suggest general solution alternatives, and be prepared to
hear things.

• Looking for Problems and Needs:

❖ What is not working well in the current situation and why? How are people facing challenges in their daily
lives? How are they working around the problems? Or are they just giving up since there is nothing that can
support their needs?

❖ These are great questions that we should ask to reveal opportunities for new products or services

Q No 17: A. List out the advantages and disadvantages of mind map??

B. Define mind map and state its principles?
ANS: Mind Maps:
• A Mind Map is a powerful Graphic technique which harnesses the full range of cortical (brain power) skills
in a single powerful manner.

• A mind map is an easy way to get information into and out of the brain

• A mind map is the best way of coming up with new ideas and planning projects

• A mind Map is made up of words, colours, lines, pictures, numbers, logic, rhythm and spatial awareness.

• The Mind Map ca be applied to every aspect of life where improved learning and clear thinking which
enhances human performance.

• Originated in the late 1960’s by Tony Buzan

• Mind maps provides an overview of large subject/area.

• It enables to plan routes/ make choices and know where to go and where have been

• It allows together and represent large amounts of data.

• It encourages problem solving by showing new pathways

• It is attractive, easy to read and remember

• It is tool, not a solution

• It shows whole picture and details at the same time

Advantages of Mind Maps:

• It is quick and record more information in the same amount of time

• It can easily add ideas or links later.

• It helps to concentrate on information structure and relationships between ideas rather than disconnected
facts

• With mind maps easy to visualize connections and similarities between various information

• Add sketches to make mind maps more memorable than conventional notes

• Mind maps can incorporate mass of material

• Mind mapping can help revision, even material is conventional. It condenses material into a concise,
memorable format. Disadvantages of Mind Maps:

• Maps of person personal view. It could be difficult for others to understand

• Mind maps are of great help when preparing essays and presentations, but they may be inappropriate as
the final piece of work

B)MIND MAP AND ITS PRINCIPLES:

DEFINATION:

Mind Maps keeps focused on the main idea and all the additional ideas.

• It helps to use both sides of the brain

• Mind maps helps to ✓ Remembering Things ✓ Making better notes ✓ Coming up with ideas ✓ Saving time
✓ Concentrating ✓ Effective time utilization

• It is a graphical, learning and creating aid

• Mind Mapping links the left side of the brain that focuses on numbers, words, lists and logic to the right
creative side.

• Using Images, keywords and colour in mind maps are maximizing brain power which enhances learning
and creativity.

PRINCIPLES:

a. Start in the centre of the page with a clear title

b. Main ideas are written on the lines branching off the subject. Other ideas branch off these as twigs would
grow from the bought of a tree

c. Write only keywords, not sentence and draw pictures where possible

d. Write keywords on the lines so text is always connected to the lines showing the whole idea structure.
draw additional lines connecting ideas wherever necessary

e. Print words. Mix lower- and upper-case letters so the text is varied, clear and easily readable.
Q No 18: Explain Divergent Thinking and Convergent Thinking with
example?
ANS:
CONVERGENT THINKING:

Convergent thinking is all about narrowing down and finding the single best solution to a
problem. It's like putting together the pieces of a puzzle to get the most complete picture.
Here are some key characteristics of convergent thinking:
 Focuses on a single answer: Unlike divergent thinking where you explore many
options, convergent thinking aims for the most optimal or correct solution.
 Logical and analytical: This type of thinking relies heavily on logic, reason, and
analysis of evidence to arrive at a conclusion.
 Solution-oriented: The goal is to find a practical and effective solution to the
problem at hand.
Here are some examples of convergent thinking in action:
 Solving a math problem: You're given a math equation and need to find the exact
answer using the appropriate formulas and calculations.
 Fixing a flat tire: You identify a flat tire and need to choose the most efficient way to
fix it, like changing it yourself, calling roadside assistance, or driving to a repair shop.
 Taking a standardized test: These tests typically have a single best answer for
each question, requiring you to analyze the information and select the most logical
choice.
 Choosing a college: You research different colleges, compare their programs,
costs, and locations, and ultimately decide on the one that best suits your needs.
Convergent thinking is a valuable skill for many situations, especially when there's a clear-
cut answer or a specific goal you need to achieve. It helps you make well-informed
decisions, solve problems efficiently, and navigate situations that require a logical
approach.

DIVERGENT THINKING:

Divergent thinking is all about unleashing your creativity and generating a wide range of
ideas. It's like a brainstorming fireworks show – the more sparks you ignite, the more
possibilities you have to explore. Here are some key aspects of divergent thinking:
 Quantity over Quality: In this phase, the focus is on coming up with as many ideas
as possible, regardless of how practical or realistic they seem at first. Wild and
wacky ideas are welcome!
 Free-flowing and Non-linear: There are no wrong answers, and you can explore
any avenue that sparks your interest. Don't be afraid to make connections that seem
unusual or illogical.
 Building on Ideas: One idea can trigger another, so bounce off each other's
thoughts and see where the conversation leads.
Here's an example of divergent thinking in action:
Challenge: Design a new type of playground equipment.
 Let's Brainstorm! Think beyond the typical swings and slides. Some ideas might be:
 o A giant human hamster wheel
o A climbing structure that looks like a tree
o A musical playground where kids can create sounds by running and jumping
o A zero-gravity trampoline that uses bungee cords
Notice how these ideas are all quite different and some might even seem a bit out there.
That's the beauty of divergent thinking – it allows you to explore all possibilities before
narrowing down your focus.

Q No 19: Can you explain the key stages of the Human-Centered Design
(HCD) process?
ANS: Human-Centred Design (HCD) process
Definition:

Human-centered is a philosophy that empowers an individual or team to designing products, services,

systems and experiences that address the needs and insights of the user who experience the problems

• Human-centered design is a creative approach to solve problems

• It has been championed by Nobel Prize Laureate Herbert Simon, Developed by Stanford university Design
school

• Human-centered design is distinguishes other problem solving approaches by its intensive focus on
understanding the perspective of the person who experiences a problem and needs.

• The solution that has been designed for the end users is truly meeting their needs effectively.

The end users are constant part of design process and become part of the design team itself in this human
centered design. • Human-centered design process has many forms, the model developed by Stanford
design school has 5 Key phases.

• The phases are 1. Empathize 2. Define 3. Ideate 4. Prototype 5. Test and iterate

• For general understanding Human-centered design consists of three phases. 1. Inspiration Phase 2.
Ideation phase 3. Implementation Phase

• In inspiration Phase it consists Empathize and Define stages

• In Ideation Phase it consist ideate stage and prototype

• In implementation it consist testing and iterate stages. • In the Inspiration Phase designer learn directly
from the people(end users and stake holders) for his design, and immerse himself in their lives and come to
deeply understand their needs.

• In the Ideation Phase designer make sense of what he learned, identify opportunities for his design, and
prototype possible solutions

• And in the Implementation Phase designer will bring solution to life, and eventually, to market. And the
solution will be a success because it kept the people looking to serve at the heart of the process
• Human-centered design is all about building a deep empathy with the people designing for; generating
tons of ideas; building a bunch of prototypes; sharing with the people, and eventually putting a new
innovative solution out in the world.

• . Human-centered design (HCD) is a term product creators use to describe a process of designing for
people

• HCD develops solutions to problems by involving the human perspective in all steps of the problem-solving
process

• • . The four fundamental principles of HCD.

1. Focus Upon the People

2. Find the Right problem

3. Think of everything as a system

4. Always test design decisions.

Q No 20: How can designers effectively immerse themselves in the users'
experiences to gain empathy?

ANS: Designers can utilize a toolbox of methods to truly immerse themselves in the users'
experiences and build empathy. Here are some effective strategies:
1. Observe users in their natural environment: This goes beyond simply watching them
use a product. Shadowing users as they go about their day can reveal hidden aspects of
their workflow, challenges, and thought processes. Observe a teacher in a classroom to
understand their daily struggles, or shadow a delivery person to witness their logistical
hurdles.
2. Conduct empathy interviews: These aren't your typical question-and-answer sessions.
Focus on open-ended questions and active listening to understand the user's motivations,
frustrations, and emotional responses to situations. Ask "why" frequently to delve deeper
and avoid leading questions.
3. User testing: While a controlled environment, user testing allows designers to witness
firsthand how users interact with a product or prototype. Observe their body language, facial
expressions, and hear their unfiltered thoughts as they navigate the experience.
4. Journey mapping: Create a visual representation of the user's journey, including their
touchpoints, emotions, and pain points throughout the process. This helps designers
identify areas for improvement and design solutions that address user needs across various
stages.
5. Persona building: Develop fictional characters that embody the target user group. Give
them a backstory, goals, and challenges to personalize the user and make them relatable.
This can help designers make design decisions with the user persona in mind.
6. Use technology for immersion: Virtual Reality (VR) experiences can place designers
directly in the user's shoes, simulating their environment and tasks. This can be particularly
valuable for understanding complex situations or geographically distant users.
7. Analyze user data: While not a replacement for direct interaction, user data like website
analytics or app usage patterns can reveal insights into user behavior and preferences.
Remember: Empathy is a continuous process. Don't just gather information – actively
analyze it and use it to inform design decisions. Regularly revisit your understanding of the
user to ensure your solutions remain relevant and user-centered.
 UNIT-3

1)a. De ne Brainstorming and Explain it’s rules?

Ans:Brainstorming:

Brainstorming is, so to speak, the mother of all creativity

techniques (linguistically from:" using the brain to storm the
problem). Ideas about a question a solution to a problem should be
Express spontaneously in a group.
• It is a group activity technique.
• It is designed to generate lots of ideas for solution of a problem.
• It is a commonly used tool by academicians, researchers, and
business teams.
• The Value of brainstorming is not the ideas generated; it is the
shared value/evaluation context created. The experience of
brainstorming creates a group of people with a shared
perspective, and an understand of each other’s communication
styles, who are then capable of providing a useful and powerful
critique of future work on the topic.
Rules of brainstorming:
• No criticism: Each criticism a rating is postponed to a subsequent
face the so-called killer phrases must be strictly prohibited. In this
way it should be prevented that the ow of ideas is interpreted, or
participants are blocked. Comment also forbidden.
• No copyright: The ideas of others can and should be taken up,
changed, and further developed.
• Free expansion of ideas: The participant should give free rein to
their imagination so that new and original ideas can be found. You
are the craziest ideas are welcome.
• Quantity over quality: As many as possible should be produced in
a short back. This rule insurance the spontaneity of the ideas
presented. So, these rules should be written on the ip chart and
visible to everyone doing the brainstorming session.

b) Explain the variants of Brainstorming?

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Ans:

Variants of brainstorming:
1. Step by step brainstorming: After a rst printing session, the
most interesting idea is used as a starting point for another
brainstorming session. This allows you to nd ideas from a general
solution to a special one.
2. Anonymous brainstorming: The idea written by the
participant in block letters on a card called brain cards. A
moderator read the anonymous ideas aloud and, on this basis,
they are brainstorm further or ideas are clustered and evaluate.
3.Visual brainstorming/ brain painting: Recorded graphically
with paper and pencil (or digitally). Discrete sketch like images in
the form of spontaneous scribbles, which do not have to be
perfect, these can be abstract later.
4. Blind Storming: The brainstorming takes place using face
mask or in a complete darkness so the participants or not
distracted by visual stimuli or gestures /mimics of other
participants.
5. Brain Walking: The spontaneous ideas for the participants are
written on white board or posters distributed throughout the room.
6. Speed storming: Participants exchange questions in pairs for
a few minutes and then change chairs to talk to another persons.
7. Stop and go brainstorming: The brainstorming session is
deliberated interrupted at a xed time and lled with the passes are
other techniques in the meantime. alternatively, phases of Idea
generation can be altered with the phases of valuation.
8. Body storming/ role storming: During the brainstorming
session, the participants to take on a certain role and Associate/
formulate their contributions/ ideas from the point of view. The
roles can be speci c customers/ user who have been characterized
by the persona technique.
9. Brain station: Groups of participants work on di erent
questions at di erent stations (rooms without separate work areas)
using brainstorming. The participants change stations after xed
period.
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 10. E-Brainstorming: Ideas are communicated electronically via
chat/ instant messaging systems so that people can participate at
di erent locations.
11.Reverse Brainstorming: There is also talked of reverse
brainstorming and only negative aspects are sought. Here the
di erent aspects of the question and problem can be considered.
What is currently bad about the situation? Why can't the problem
be solved? What should go wrong?
12.Headstand method: The question is completely reversible
also speaks of the headstand method. How can we make X worse?
Make it as complicated as possible? Increase in price? To
discourage customers as much as possible? in the next step all
ideas can be turned back into positive.

2)What is meant by prototype in design thinking? Di erentiate

low- delity and high- delity prototypes?

Ans:

Prototype:
A prototype is a draft version of a product that allows designers to
explore ideas and show the intention behind a feature or the overall
design concept to users before investing time and money into
development.
• The Goal of a prototype is the test products and services then its
ideas before spending lots of time and money into creating the
nal version of the sellable product.
• The word “prototype” comes from the Greek Prototypos, a
compound of protos(“ rst”) and typos (“mold, “pattern”,
“impression”)
• Prototypes are one of the most important steps in the design
process, yet it is very confusing to create and execute.
• Prototyping as a creative tool requires the design team to clarify
a solution concept’s intentions and make decisions regarding
what the concept is and is not.
• By being forced to shape the solution concept into something
that can be experienced, constraints and dependencies of logical
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 ow, time and space, human dynamics, and other principles and
conventions force concepts to transform into designs.
• Prototyping causes the solution concept to evolve before the rst
stakeholder encounter.
In prototyping stage three things are mainly taken care of
1. Creation of experience
2. Getting Feedback
3. iteration
• In this stage, designers move from the abstract idea to a more
tangible product

BASIS Low-Fidelity Prototyping High-Fidelity Prototyping

Low -Fidelity prototyping is used Used in later stages of design to

generally show the overall shape re ne and validate the design
Purpose of the design idea and the with more precision and realism.
primary functionalities, which are
required to work fully but rather
serve as the proof of concept and
to help generate insight about the
nal look.

Simplistic and rough; focuses on Detailed and polished; includes

broad concepts rather than ne speci c design elements,
Detail Level details. interactions, and sometimes real
content.

Often created using basic tools Created using advanced digital

like paper, cardboard, or simple tools (e.g., Adobe XD, Sketch,
Materials Required digital tools (e.g., wireframes, Figma, interactive HTML/CSS).
sketches).

Limited or no interactivity; may High level of interactivity; often

use basic click-through models to fully functional simulations of the
Interactivity simulate user ow. nal product with clickable
elements, animations, and
transitions.

Quick to produce; encourages More time-consuming to

rapid iteration and easy produce; requires signi cant
Speed of Creation modi cation. investment in design and
development.
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 BASIS Low-Fidelity Prototyping High-Fidelity Prototyping

Useful for brainstorming sessions, Suitable for detailed user testing,

early feedback from stakeholders, stakeholder presentations, and as
Use Cases and initial user testing to gauge a blueprint for developers during
overall concept and ow. the implementation phase.

Low cost,Fast,Easy to Meaningful feedback during

demonstrate co-operate and usability testing,Testability of
Advantages iterate,Easy to get speci c UI elements or
feedback,Easy to detect and interactions,Easy buy-in from
tackle potential issues. clients and stakeholders.
Uncertainty during Higher costs,Timing and
testing,Limited interactivity. misunderstanding
Disadvantages

Hand-drawn sketches, paper Fully interactive digital

prototypes, basic wireframes. prototypes, detailed UI
Examples mockups, coded web/app
prototypes.

3)a. Name four ideation methods and Explain them in detail?

Ans:

In the ideate phase of the design thinking process that initial ideas
for problem solving are developed.

1.Amplify Good and eliminate Bad:

Amplifying the good involves identifying and enhancing successful

aspects of a design through user feedback, data analysis, and iteration.
This includes emphasizing strengths and creating positive emotional
experiences. Eliminating the bad focuses on identifying pain points via
user research and journey mapping, conducting root cause analysis,
and redesigning problematic areas. Simplifying interfaces, removing
unnecessary features, and ensuring accessibility are key. Both
approaches involve continuous improvement, ensuring a balanced
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design that maximizes user satisfaction by re ning what works well and
addressing what doesn’t.

2.Explore Opposite and questions:

This involves challenging assumptions and considering the opposite

of conventional ideas. By ipping concepts, designers can uncover
new perspectives and innovative solutions. For instance, if a design
typically focuses on maximizing ef ciency, exploring the opposite
might involve emphasizing leisure or enjoyment. This can lead to
unique features that differentiate the product.Questions are
fundamental to understanding user needs and identifying problems.
Open-ended questions like "Why?" and "What if?" encourage deep
thinking and uncover underlying issues. "Why" helps in
understanding root causes, while "What if" explores potential
scenarios and solutions. Asking "How might we?" frames problems
positively, fostering collaborative problem-solving.

3.Analyse:

Analyzing ideas during the ideation phase is essential for re ning

and selecting the best concepts. Effective methods include af nity
diagrams, which group similar ideas to identify patterns and
themes, and SWOT analysis, which evaluates ideas based on their
strengths, weaknesses, opportunities, and threats. The feasibility,
desirability, viability framework assesses whether ideas are
technically possible, meet user needs, and are sustainable from a
business perspective, ensuring balanced solutions. Dot voting
allows team members to vote on preferred ideas, highlighting the
most promising concepts democratically. The impact/effort matrix
plots ideas based on potential impact and effort required, prioritizing
those that offer high impact with manageable effort. These
analytical methods help design teams lter and enhance ideas,
leading to innovative and user-centered solutions.

4.Identify Unexpected resources:

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 Identifying unexpected resources can signi cantly enhance
creativity and innovation. Cross-disciplinary teams bring diverse
perspectives and approaches, enriching the ideation process.
Engaging users in co-creation sessions uncovers latent needs and
innovative ideas directly from those who will use the product.
Drawing inspiration from unrelated industries or natural systems
can lead to breakthrough innovations by applying successful
principles in a new context. Leveraging emerging technologies
such as AI, VR, or new digital prototyping tools can open up new
possibilities and streamline the design process. Additionally,
utilizing big data, user behavior analytics, and existing research
provides valuable insights that guide the design process e ectively.
These unexpected resources drive more innovative, user-centered,
and e ective design solutions.

b)Brie y explain the Qualities of Prototyping?

Four Qualities of Prototyping:

1.Representation
2.Precision
3.Interactivity
4.Evolution
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Representation: This form of the prototype is mainly structured for
presentation and keynote uses. That may be a paper-pen, digital or
code.
precision: The delity of the prototype is de ned here. It explains
the level of details, realism, and nal design. Such as Low- delity
and high- delity.
Interactivity:The functionality opens for the user. i.e fully functional,
partially functional or no interactions at all .
Evolution:The life cycle of the prototype. some are built to re iterate
and reiterate until it is precisely done, and some are just designed
and thrown it away after the certain outcome is made.

4.)Explain the testing in design thinking? Explain end user

testing in detail?
Ans:

Testing:

"Good judgement comes from experience. Experience comes from bad

judgement”.

The testing phase allows the designers to gain the feedback and
insights that may not be possible without testing their prototypes.
• Through these tests, designers will be able to identify aspects of
their prototype that did not work well, or the end user did not nd
the functional or pleasing.
• These failures give the designers the opportunity to x and
improve the aspects of their prototypes.
• However, failing can be di cult to accept for most of the
designers. Not only does it make uncomfortable and insecure,
failing can also be embarrassing, painful, and annoying and
sometimes even anger.
• Despite, these designers overcome their fear of failure and
embrace it as a learning opportunity.
• Time to try out new things, and innovate, even if this means
pursuing the unconventional.
• In the testing phase, Design thinking teams tests prototyped
solution with users representing the target personas.
• Update the solution in an iterative manner until the solution in an
iterative manner until the solution satis es the user needs and
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 overcomes the challenges that is de ned in the initial phase of the
project.
• Design thinking team members should always appreciate user’s
Critiques of the solution.
• The critique is natural part of any e ort, including Design.
• Design Thinking teams should regard the critiques of their
solution positively and constructively.
• “The Customer is not always right but always having a point.”

Testing with End users:

when designers test with end users, it is another chance for them
to empathize and learn something new that could be used to re ne
their prototypes.
• Testing brings the focus back to end users to reveal hidden
insights that the designers would have never foreseen without the
end users experiencing their prototype.
• According to d.school there are four aspects that designers need
to consider when testing with end users
1.The prototype
2.Context and scenario
3. The interaction between the user and designer
4. The process and method used to observe, capture feedback,
and re ect.
• Before testing session, it was important to prepare the users for
their interaction so that designers proceeded in in the right
testing mindset.
• The testing phase requires designers to not get defensive about
the feedback they receive about their prototype or justify the
reasoning behind their design, but instead to be attentive to
feedback and surprising insights.
• One of the methods the designers captured their observational
ndings and user feedback through a simple tool called
FEEDBACK CAPTURE GRID.
• This grid consists of four quadrants.
• In the rst quadrant, designers wrote down their users’ feedback
on what they liked about the prototype.
• The second quadrant contains the user’s constructive feedback.
• The third quadrant contained the questions that arose during the
testing.
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• The fourth quadrant contained new ideas or improvements that
emerged from the tests.

5.)Explain in detail the various Brainstorming techniques?

Ans:

Brainstorming Techniques:

1.Freewriting:
• Write down whatever comes into mind.
• Do not judge the quality of writing.
• Do not worry about style, spelling, grammar, or punctuation.
• When you have nished your writing and have reached your
goal ,read back over the text ,decide the solution.

2.Nominal Group Technique:

• Participants are asked to write their ideas anonymously.Then the
moderator collects the ideas and each is voted on by the group.
• The best idea is chosen.
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3. Group Passıng Technıque:
• Each person in a circular group writes down one idea,and then
passes the piece of paper to the next person in a clockwise
direction,who adds some thoughts.
• This continues until everybody gets his or her original piece of
paper back.By this time,participants will have examined each
idea in detail.

4.Individual Braınstorming:
• It typically includes such techniques as free writing, free
speaking, word association,and drawing a mind map . Individual
brainstorming is useful method in creative wiriting.

5.Question Braınstormıng:
• This process involves brainstorming the questions,rather than
trying to come up with immediate answers and short term
solution.
- Six Key Questions:
• What?
• When?
• Where?
• How?
• Why?

6) Explain in detail Conceptual model and conceptual

design?
Ans:

Conceptual model and conceptual design:

*******A conceptual model is created by the designer as a high-level
plan for how the product/service will work and t together********
• Conceptual design is an early phase of design.it is the very rst
stage of the product/service process, where drawings and other
illustrations or models are used.
• It serves to provide a description of the proposed product, in
terms of set of integrated ideas and concepts about what it
should do, behave, and look like in a way that is understandable
for users.
• It is the design of interactions, experiences, processes, and
strategies and is the point at which people, knowledge, product,
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 services, processes and pro tability meet vision and endless
possibilities each acting as a distinct colour on the canvas of the
designer.
• It is grounded in more abstract thinking until a detailed design is
ready to be created.
• Concept model=the foundation of the interface, di erent users’
interfaces could be built upon it.
• Interface design translates the concept models into things people
can see and interact with.it involves design choices but must stay
faithful to the concepts and terminology of the concept models.
• Conceptual design is:
- Designing systems so users can understand them.
- Assisting the user to build useful metal models.
• Interface Design is:
- Representing the conceptual model to the user
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 7)Explain the various type of prototyping in detail?
Ans:

Prototyping does not have to be time-consuming, expensive, or

di cult.
• Di erent delity levels allow designers to come up with solutions
quickly.
• Fidelity means the level of details, functionality, or interactivity
that a prototype has.
• “Fidelity” can be a de ned (according to Oxford Dictionary) as
“the Degree of exactness with which something is reproduced.”
• In other words, a prototype’s level of delity answers the
question, how precisely does this present the nal solution.
• Prototypes are of two types.
(i) Low- Fidelity prototype
(ii) High-Fidelity prototype

Low-Fidelity Prototyping:
• Low-Fidelity prototyping is intended to provide designers with
Basic model or example of the product that requires testing.
• With a low-Fidelity prototype, it is likely going to be incomplete or
utilize a limited number of its intended features.
• The low- delity prototype-Known as low-tech, low- or lo-
prototype, is a semi- nished prototype that focus on function,
structure, process, and provides the simplest framework and
elements of web/app.
• It can even be constructed using materials such as wood, paper,
and metal that are not intended to be used for the nished article.
• Low -Fidelity prototypes are usually simple and in-expensive
ways to communicate, explore and modify ideas in the early
stages of developments and their purpose is to support and
provide answer to the question of the designers.
• Low -Fidelity prototyping is used generally show the overall
shape of the design idea and the primary functionalities, which
are required to work fully but rather serve as the proof of concept
and to help generate insight about the nal look.

Advantages of low delity prototypes:

• Low cost: The cost of low Fidelity prototype is extremely low.
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 • Fast: Without focusing on every interface detail, designers can
just follow their design ideas and create a simple and testing
product within a few minutes
• Easy to demonstrate, co-operate and iterate: Without too many
details, hello why prototype does not require money professional
skills. And more people can join and collaborate on the same
project it is also easy for designers to make changes and iterate
the prototype during the calibration.
• Easy to get feedback: Since a low fertility easy to carry and
demonstrate designers can also directly share it with other
people to collect design feedback.
• Easy to detect and tackle potential issues: A low Fidelity
prototype also allows designers to test use ows, interactions. It
is good for designer to detect and tackle potential issues quickly.

Disadvantages of low- delity prototyping:

• Uncertainty during testing: With a low- delity prototype, it might
be unclear to test participants what is supposed to work and
what isn’t. A low- delity prototype can often require some
imagination from the user, typically based on a scenario that the
research team has written in advance, limiting the outcome of
user testing.
• Limited interactivity:It is impossible to convey complex
animations or transitions using this type of prototype.
High-Fidelity Prototyping:
• The delity of the prototype refers to the level of details and
functionality built into a prototype.
• In this sense, a high- delity (sometimes referred as high- or hi- )
prototype is a computer-based interactive representation of the
product in its closest resemblance to the nal design in terms of
details and functionality.
• The high in high- delity refers to the level of comprehensiveness
that allows designers to examine usability question in detail and
make conclusions about the user behaviour.
• High- delity prototypes appear and function as similarly as
possible to the actual product.
• Teams usually create high- delity prototypes when they have a
solid understanding of what they are going to build, and they
need to either test it with real users or get nal-design approval
from stakeholders.
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 Advantages of high- delity prototype:
• Meaningful feedback during usability testing: High- delity
prototypes often look like real products to users. This means that
during usability testing sessions, test participants will be more
likely to behave naturally — as if they were interacting with the
real product.
• Testability of speci c UI elements or interactions: With high-
delity interactivity, it’s possible to test graphical elements like
a ordance or speci c interactions, such as animated transitions
and micro interactions.
• Easy buy-in from clients and stakeholders: This type of prototype
is also good for demonstrations to stakeholders. It gives clients
and potential investors a clear idea of how a product is supposed
to work. A well-crafted high- delity prototype gets people excited
about your design in ways a low- delity, bare-bones prototype
cannot.
Disadvantages of high- delity prototypes:
• Higher costs: In comparison with low- delity prototypes, creating
high- delity prototypes implies higher costs, both temporal and
nancial.
• Timing and misunderstanding:Presenting or demonstrating high-
delity prototypes early in the design process can sometimes
become a distraction for stakeholders. A discussion on
functionality can quickly derail into an argument about a missing
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 period, so it is important to consider where the team is in the
design process.
8)Explain classical test methods in detail with example?
Ans:

Classical Test Methods are:

1. Contextual Interview/ inquiry of Customer
2. User Observation techniques
3. Interviews on neutral location
4. Phone interviews
5. Video charts
6. Instant messaging
7. E-mails
8. Online survey
9. Focus groups/ customer Clinics/Usability-Test/Live testing
10. Eye-Tracking systems

Contextual interview:
• since most of the products or services are used individually, one-
onone interviews are usually more e ective. o Tips for interviews
I. where and how to nd customer for the experiments?
•new ideas and
•questions improvemenst
•constructive feedback
•likes rst second fourth third
• First try for physical meeting for eye-to-eye contact for
understanding the customer emotions and thoughts
• Use social network (contact on Facebook, twitter, phone
LinkedIn,) for the survey.
• Ask for recommendations for friends to friends (so called
seconddegree connections) to do this create redirectable mails
with request.
• If designer do not have a clear idea of the exact target
customers, start broadly, but focus on the potential target group
as quickly as possible.
• Search for studies, news articles, reports about the target group,
and collect statements, contacts data or other relevant
information.
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 • With already existing, similar products or predecessor products,
designer can address existing customers directly.

II. How to formulate the right questions?

• avoid technical terms! speak in customer’s language. Better
something more colloquial than incompressible or misleading
• always concentrate on certain activities, events, or decisions in
the past or present
• good questions are about the current situation of the customer
and his previous experiences.
• Never accept or take anything for granted: Ask also if designer
know the supposed reason or take something for granted.

III. How to conduct interviews correctly:

• make the focus of the interview clear in advance so that designer
can concentrate on it.
• Each interview should focus on the following aspects:
(a) Statements on the concrete hypotheses (either in the sense of
con rmation or noncon rmation).
(b)Surprising statements.
(c) Emotional statements (emotions expressed by content, choice
of words, vocal pitch, gestures, or facial expressions. Emotions can
show anger, worry, frustration, curiosity, or excitement).
• Do not conduct group interviews even if this seems very e cient.
• Avoid the concrete business ideas at the beginning.
• Pay attention to speech.
• Recorders should not be used for interviews with strangers.
• After the interview designer should always allow a little time for
follow up to note down the most important results.
• Designer can enter the notes electronically (excel, googledoc,
notepads, index cards etc).
• If there are no clear answer patterns even in many interviews,
then designer should take another critical look at the customer
segment or revise the questions.

Template for interview protocol for testing:

Source: according to Alvarez (2014) and with the addition of
pauck/owen (2013)
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9)Explain various observation testing methods in detail?
Ans:
1. Concept validation:
With concept testing, you ask real users or potential users to
respond to early product design ideas and hypotheses,
usually presented as drawings, paper prototypes, or
presentations. It’s a way of validating your ideas to ensure
they reach user goals.

2. Usability task analysis:

 Usability task analysis testing checks whether users can
complete key tasks on your product or website without
hitches. It typically involves instructing a group of
participants to complete speci c actions—for example, an
ecommerce app might ask users to nd a product, add it to
their cart, and check out.

Researchers then observe users as they complete the

tasks, either in person or through user recordings that track
clicks, scrolls, and page movements.

3. First-click testing:
With rst-click testing methods, teams observe users to see
where they click rst on an interface when trying to complete
certain tasks.

4. Card sorting:
Card sorting tests the design, usability, and information
architecture of your site or product page. You’ll ask
participants to move cards into the themes or topics they
think is the right t and you may ask them to come up with
labels. The cards can be physical cards or virtual card-
sorting software.

5. Tree testing:
To run tree testing, start by showing participants a pared-
down product map that branches out into tree-like
hierarchies. Next, ask them to do speci c tasks on this
model, to see how usable and accessible they nd the core
product experience (PX).
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6. User feedback:
If you want to really understand why users behave the way
they do: ask them. Controlled, analytic testing methods can
unearth valuable patterns and quantitative data you can use
to make design decisions. But for a deeper view, you’ll need
to use open-ended research methods, like asking users for
direct feedback on particular aspects of the product or their
overall user experience (UX) through surveys or user
interviews.

7. Split testing :
With split testing methods, you divide users into two or more
groups and provide each group with a different version of a
product page or website element.

In A/B testing, you work with just two user group segments
and offer them two options at a time. It’s important to ensure
there’s only a single variable at play—for example, you
might give each group a page that’s identical except for the
position of the call-to-action (CTA) button.

With multivariate tests, you experiment with more variables

and/or more different user groups, trying out different design
combinations to determine which one users respond to
best.

10) Case Study:Develop a case study for Introducing

Smart Hub Connect?
 UNIT-4

NOTE: Before starting the answer write Innovation definition for each and every
question.

31) Define Innovation and elaborate its types and characteristics?

Innovation is currently promoted by many governments and technical people as

something that is an essential ingredient in a 21st century world economy.

Definition: Innovation can be defined as the application of new ideas to the products,
processes, or other aspects of the activities of a firm that lead to increased “value.”

This “value” is defined in a broad way to include higher value added for the firm and also
benefits to consumers or other firms.

Types of innovation:

According to focus of innovation, there are three types of innovation

1. Product innovation

2. Process innovation

3. Organizational innovation
1) Product innovation: It involves new product and new characteristics of old products.
A product innovation is the act of bringing a new to the market place that improves the
range and quality of products on offer.

 Product innovation may be tangible manufactures goods, intangible services, or a

combination of the two.
 Product innovation is a type of innovation that is more noticeable for the consumer
and it is related either to the enhancement of a company’s older products, either
to the development of new products which are based on new technologies or which
solve new needs of a consumer
Example of product innovation:

1.Apple : Apple is probably one of the companies which have the most well known
product innovations. Starting from the role that the company had in evolution of the first
personal computer in 70’s, to all the types of smart phones they released in the last
10years.
2) Process innovation: It refers to new way of doing something. The products may be
the same but the way of producing is new, better, more efficient or more reliable.

 Process innovation focuses on the innovation of facilities, skills and technologies

used for the production and delivering of products and services.
 As opposed to product innovation the effect is not as noticeable to the consumers.
 Most of the times, process innovation is performed either within equipment used,
either within the technologies used for developing the product or even within the
methods used by the employee
Example:

Going to visit the doctor and recording that arrived for appointments by touching a screen
instead of talking to a receptionist. Computer-aided designs and computer aided
manufacturing are process innovations.
3) Organizational innovation: It finds new ways of structuring and managing people.

 The product and process may be same but the way of organizing the people has
changed.
 In traditionally organized companies, ideation, idea generation and business
innovation often fail due to structural problems.
  Organization innovation provide the solution for structural problems. With the help
organizational innovation procedures, HR department, Maintenance department
and other department working together for a common output.
Characteristics:

Relative advantage: It is the degree to which an innovation is perceived as better than the
idea it supersedes.
Compatibility: It is the degree to which an innovation perceived as consistent with the
existing values, past experiences and needs.

Complexity: It is the degree to which an innovation is perceives as relatively difficult to

understand and use.
Trialability: It is the degree to which an innovation may be experimented with on a limited
basis. New ideas that can be tried on the installment plan will generally be adopted more
rapidly than innovation.

Observability: It is the degree to which the results of an innovation are visible to others.

32) a.What is the nature of innovation ?

b.What are the levels of innovation?
A: a) Nature of innovation:

 When a product from technology comes it changes the social behaviour that
means the socio-economic structure will change.
 From the society again new need will occur.
 If the technology reacted to the new need then a new product will come then it
impacts the society.
 If the technology not reacted to the new product then the old product become
obsolete.
 The cycle repeats and innovation are associated with it.

Why innovation:

 Improves productivity.
 Improve process and organizational efficiency
 Increases revenue
 Increases market share
 Faster speed to market for products and services

b) levels of innovation:
Incremental innovation:

 Typically, this level involves replacing old products with new ones, introducing line
extensions, making improvements to current products or services, bringing some
newness to the market in order to stay in the game.
 Contributing to fairly small improvements to products or to the way things are done
 e.g Samsung s1 to s20 series.
Breakout innovation:

 These are innovations by which companies break out from the crowd, taking the
lead within an existing category. These types of innovation often require some
degree of internal changes within organization.
 Causing a fundamental transformation in the resulting products or services and or
the process technology of an entire industry.
 E.g Nike shoe (light weight, breathable, supportive)

Breakthrough innovation:

 Transforming the market place and or economy as a whole.

 Breakthrough innovations are innovations that creates a significant change in the
market.
 Often making old solutions and categories obsolete over the short or long term.
 Breakthrough innovations require new business models and whole new ways to
serve customer needs. e.g from gramophone to iPod
33) Differentiate product innovation and process innovation?
1) Product innovation: It involves new product and new characteristics of old products.
A product innovation is the act of bringing a new to the market place that improves the
range and quality of products on offer.

 Product innovation may be tangible manufactures goods, intangible services, or a

combination of the two.
Example of product innovation:1.Apple : Apple is probably one of the companies which
have the most well known product innovations. Starting from the role that the company
had in evolution of the first personal computer in 70’s, to all the types of smart phones
they released in the last 10years.

2) Process innovation: It refers to new way of doing something. The products may be
the same but the way of producing is new, better, more efficient or more reliable.

 Process innovation focuses on the innovation of facilities, skills and technologies

used for the production and delivering of products and services.
Example:Going to visit the doctor and recording that arrived for appointments by touching
a screen instead of talking to a receptionist. Computer-aided designs and computer aided
manufacturing are process innovations.

The relation ship between product and process innovation:

  The main difference between product innovation and process innovation is the fact
that product innovation is truly noticeable to the consumers.
 Process innovation facilitates product innovation.
 These types of innovation can go hand in hand with each other or they can be
extremely different.
 They are indeed two of the multiple types of innovation, but they are two of the
most

37) What are the steps involved in innovation by design?

1)Need/Want: This step represents identifying and understanding the fundamental needs
or desires of the target users or customers. It's about recognizing the unmet needs or
pain points that the innovation aims to address. This aligns with the "problem
identification" stage shown in the process diagram.
2)Context: This step involves gathering insights and analyzing the broader context in
which the user needs exist. It involves understanding the environmental, cultural, social,
and behavioral factors that shape the user experience. This aligns with the "analysis &
insights" stage in the process.

3)Analysis and Insights: As depicted in the process diagram, this step focuses on
thoroughly analyzing the gathered data, observations, and insights to uncover underlying
patterns, motivations, and opportunities for innovation. It's about making sense of the
context and user needs to inform the design brief.

4)Design Brief: This step involves creating a clear and concise design brief that outlines
the objectives, requirements, and constraints for the innovation project. The design brief
acts as a guiding document based on the analysis and insights, aligning with the "Design
Brief" stage in the process.
5)Concept Generation: This step is about generating a diverse range of potential solutions
and ideas to address the user needs and design brief. It's a creative exploration phase
where designers ideate and conceptualize various approaches, represented by the
"concept Generation" stage in the process diagram.
6)Prototyping and Production: Once promising concepts have been identified, this step
involves creating tangible prototypes and models to further refine and test the proposed
solutions. It's about bringing the concepts to life and validating them with users,
corresponding to the "prototyping & testing" stage in the process.
7)Reach to Customer: The final step is about successfully implementing and launching
the validated solution to reach the target customers or users. It involves effectively
delivering the innovative offering to the market, gathering real-world feedback, and
continuously improving the solution, aligning with the "Reach to Customer" stage in the
process diagram.

34) Illustrate the case study of design intervention for Livelihood and hygiene for
street vending of food items (panipuri)
I
35) Refer question number 31.
36) Refer question number 32b.

40) Refer question number 31.

38) a. What is product innovation? Why it is important?

 Definition: Product innovation represents a new way of solving a problem a high

number of consumers have.
 Product innovation is defined as the creation and development of new or improved
products, services, or processes by a company or organization.
 In order to consider product or solution innovate, designer must be able to answer
“yes” to all the following three questions:
 1) Is the product relevant for a significant number of consumers?
 2) Is the product better than its competitors?
 3) Is the innovation or uniqueness of the product obvious?
Why is product innovation Important?

 Product innovation is important because it can help to create new spaces in a

seemingly crowded market. By identifying the gaps and imposing into a new space,
designer can find an audience and satisfy consumer needs in a way that is new
and refreshing.
 It is also important to note that product innovation does not always involve the
creation of a completely new product that addresses a completely new issue.
 When the first I phone was launched, it established a previously non existing
market and satisfying needs that consumers didn’t even know they had. Same with
the kindle also
 But Amazon managed to re-invent it with new models, for instance, introducing the
touch screen
 Innovation may happen when designer improve an existing product or add a new
feature to an existing product. E.g when phones got cameras, they gained a new
feature
 When talking about product innovation it not only a product, but also to services,
processes or business models. Airbnb, uber, and Netflix are examples of huge
innovation
b. Explain various types of product innovation in detail?

The types of product innovation are not mutually exclusive, and they can often overlap or
be combined to varying degrees. The specific type of innovation pursued by a company
depends on its strategic goals, market dynamics, available resources, and the nature of
the industry in which it operates.
Incremental Innovation:

This type of innovation involves making small improvements or additions to an existing

product. It focuses on enhancing specific features, functionalities, or design elements to
provide incremental benefits to customers. Incremental innovation aims to optimize
existing products rather than create entirely new ones.
Radical Innovation:

Radical innovation refers to the development of entirely new products or technologies that
disrupt existing markets or create new ones. It involves significant departures from
existing products and can result in transformative changes in industries. Radical
innovation often requires high levels of risk-taking, technological advancements, and
long-term investments.
Disruptive Innovation:

Disruptive innovation is similar to radical innovation in that it introduces new products or

technologies that fundamentally change an industry. However, disruptive innovation
typically starts by targeting an underserved or overlooked market segment with a simpler,
more affordable, or more convenient product. Over time, disruptive innovations may
challenge and eventually replace established market leaders.
Process Innovation:

While not directly related to the product itself, process innovation focuses on improving
the methods, systems, or techniques used in the production, delivery, or support of
products. It aims to enhance efficiency, reduce costs, streamline operations, and improve
quality. Process innovation can have a significant impact on the overall competitiveness
and performance of a product.
Architectural Innovation:

Architectural innovation involves reconfiguring or combining existing components,

technologies, or systems in a new way to create improved products or services. It focuses
on changing the underlying structure or design of a product to achieve superior
performance, efficiency, or functionality. Architectural innovation often requires cross-
disciplinary knowledge and the integration of different technologies or components.

39) a. Why innovation is important?

why innovation:

 Improves productivity
 Improve process and organizational efficiency
 Increases revenue
 Increases market share
 Faster speed to market for products and services
 Enhances employee engagement and retention
 Increases customer loyalty
 Reduce the risk of disruption by competitors
And also mention types and characteristics of innovatons(only headings), if needed write
one or two lines of each.
39) b. What are the skills needed for successful innovation?
Five skills of successful innovators

 Observations
 Experimentation
 Association
 Questioning
 Networking

Observations:
Innovators possess a keen sense of observation. They are able to notice patterns, trends,
and opportunities that others might overlook. By closely observing user behaviors, market
dynamics, and emerging technologies, innovators can identify unmet needs or potential
areas for improvement. This skill enables them to spot gaps or inefficiencies that can be
addressed through innovative solutions.

Experimentation:
Successful innovators are not afraid to experiment and take calculated risks. They
understand that innovation often involves trial and error, and they embrace the iterative
process of testing, learning, and refining ideas. Experimentation allows innovators to
validate their assumptions, gather feedback, and make necessary adjustments before
committing significant resources to an idea.
Association:

The ability to make connections between seemingly unrelated concepts, ideas, or

domains is a hallmark of innovative thinking. Innovators can draw inspiration from diverse
sources and combine existing elements in novel ways to create something new and
valuable. This skill often involves bridging different disciplines, industries, or technologies
to find unexpected solutions.

Questioning:
Innovators are inherently curious and constantly question the status quo. They challenge
assumptions, ask "what if" questions, and seek to understand the underlying reasons
behind existing processes or products. This questioning mindset helps them identify
opportunities for improvement, uncover hidden pain points, and explore alternative
approaches that could lead to innovative breakthroughs.
Networking:

Successful innovators understand the value of building and maintaining a diverse network
of connections. By networking with people from various backgrounds, industries, and
disciplines, innovators can gain access to new perspectives, insights, and resources. This
exposure to different viewpoints can spark novel ideas and collaborations, leading to
innovative solutions that might not have been possible working in isolation.
 Unit -5
41) a)What are business challenges?

b) Explain any two with design thinking solutions?

Ans )

a) Business challenges are obstacles or difficulties that organizations face in their

operations, strategies, or environments, which may hinder their ability to achieve their
goals or maintain competitiveness. These challenges can arise from various factors, both
internal and external to the organization, and they require careful management and
strategic decision-making to overcome. Some common business challenges include:

1) Growth
 Growth is at the forefront of every business leader’s mind.
 The process of redefining the boundaries of business and making explicit
decisions regarding who it will and will not serve often sparks intense
debates around any growth strategy.
 Most organizations, however, aspire to grow in order to prosper, not just
survive
 Growth means different things to different organizations.
 There are many dimensions a company can select to measure its growth
 GROWTH NEEDS A STRATEGY, AND EVERY STRATEGY NEEDS A STORY
 Growth means creating a clear and compelling vision of the future.

2) Predictability :-
 Business strategy is about finding the balance between two things:
predictability and malleability
 Malleability is the extent to which the external environment can be
influenced and shaped by the actions of companies or industries
 Predictability is the extent to which the future of the external environment
can be forecast or predicted, which depends on the degree of complexity
and speed of change
 Most organizations strive to achieve a value-adding level of predictability by
implementing measurable, repeatable, familiar business processes.
  Predictability allows companies to improve efficiency, effectiveness, and
productivity while gradually reducing costs.

3) Changes :-
 Change is the heart of leadership, and leaders must understand its
context before designing and implementing any change program.
 Organizations need to plan for change. At a minimum, they should be able
to effectively react to problems as they arise
 Simply stated, an organization that not only is prepared for but expects
change is one that can overcome challenges.
 Where change is reshaping industries and categories. Whether it’s the
bursting economic bubbles of the past decade, shifts in regulations,
competition from emerging markets, new consumer expectations, or the
impact of consumer conversations on the role, value, and legitimacy of
brands.
 Organizational change ultimately comes down to dealing with three
components
 Discrepancy
 Appropriateness
 Efficacy

4) Maintaining Relevance :-

All brands need to establish visibility, purpose, meaning, and credibility to be

considered relevant in a category

 Relevance is felt deeper and can create a clear divide between brands.
 Over time, brands must rethink and redefine the value that they bring to
consumers
 The expectations of consumers are rising at the same time that many brands
are becoming more resourceful and savvier at gaining attention and tailoring
their unique selling propositions and reasons to believe to fit the market.
  But customers are becoming more demanding of companies to stay relevant
to their ever-changing lifestyles.
 Relevance is extremely difficult to maintain long term

5) Extreme competition : -
 Traditional competitive strategy often leads to further
commoditization.
 If business decisions and their tactical approaches were
made through purely logical and analytical means, our world
would look very different
 Competition would be reduced down to highly predictable
shifts
 Today, navigating those paths is more challenging than ever,
thanks, in large part, to over commoditization.
 Although some products and brands stand apart from the
crowd because of key factors such as craftsmanship, quality,
heritage, and long-standing semiotics of value
 Innovating through experience design offers companies a
high degree of differentiation in some of the most ubiquitous
product and service categories.

6) Standardization:-
 Standardization is a necessary cost driver for every company.
 It is a means to achieve operational, cost, and performance efficiencies by
streamlining activities, leveraging technologies, and maintaining employee
workflow to reduce operating costs
 But standardizing practices can mean losing the personal touch, reducing
the choices customers have, and disconnecting employees.

b) Interpretation of design thinking to Growth challenge:

 People who most successfully practice design thinking are curious,
imaginative, and filled with wonder.
  Stories reveal the hopes, dreams, and aspirations of authors, readers,
populations, and cultures. They can also reveal the hopes, dreams, and
aspirations of large organizations.
 Every time a large-scale change effort fails, it’s because management fail to
connect with mid-level executives and employees in a meaningful way.
 Good storytelling is a technique where a leader is tasked with reframing an
organization’s past, present, future, problems, needs, desires, and hopes
using a narrative built on salient metaphors to help people understand and
connect with the company, its values, and its purpose.
 Storytelling is a technique to harmonize the company’s vision and translate
the key elements of a strategy into a compelling and accessible narrative
that connects the past with the present and the future in a cohesive way.
 How to tell a story:
1) Make it collaborative.
2) make it engaging.
3) Make it structured.
4) Make it performative.
5) Make it tangible .
6) Make it fun .
7) Make it real

Design Thinking Approach for Business Challenge (Extreme competition):

 Experience design is a holistic and multidisciplinary approach to creating

meaningful contexts of interaction and exchange among users and products,
services, systems, and spaces
 It considers the sensation of interactions with a product or service on
physical and cognitive levels.
 Experience design is an established set of design thinking practices that,
when performed properly, can enchant customers and create a sense of
loyalty that will keep them keep coming back to you every time.
 Experience design highlights the importance of developing a clear
understanding of consumer needs, cultures, expectations, assumptions, and
capacities
  Design thinkers critically observe and evaluate the various experiences they
encounter throughout their day and reflect on how one may differ from
another by asking, what makes a better experience, and why?
 Design thinking seeks to explore the wiggle room between brands like these
and transform it into a competitive chasm.
 All experiences are functional, social, cultural, and personal
 They are important, relevant, and meaningful to people. They have a past,
present, and even a future subject to reflection and reflexivity.
 UNDERSTANDING THE FOUR KEY DIMENSIONS OF EXPERIENCE DESIGN
o Determine the scope of the experience
o Understand the intensity of experience
o Identify the key experience triggers.
o Deepen the customer’s engagement to evoke
meanings.

42) Illustrate how design thinking principles that redefines business

Management?

Ans)

 Humankind has survived thus far because design can work well together,
communicate, empathize, anticipate, understand, and exchange. Design thinking is
a reflection of these abilities.
 The culture behind its practices, principles, and process is potentially more
empathetic, human-centered, and courageous than business management.
 A multifunctional and multi perspective approach to solving problems has
influenced many of the principles inherent in design thinking. The Ten Design
Thinking principles that redefine business or business management are:
 Action -Oriented:
 It proposes a cross-disciplinary learning-by-doing
approach to problem solving.
 It allows designers to accommodate varied interests
and abilities through hands-on and applied learning
experiences between individuals.
 A big part of design thinking is design doing.
 Comfortable with change:
 It is disruptive and provocative by nature because it
promotes new ways of looking at problems.
 A large part of the design thinking process is
stepping out of conventional roles and escaping
from existing dogmas to explore new approaches to
problem solving.
 Human-centric:
 It is always focused on the customer or
end user’s needs, including
unarticulated, unmet, and unknown
needs.
 Design Thinking employs various
observational and listening-based
research techniques to systematically
learn about the needs, tasks, steps, and
milestones of person’s process.
 Integrates foresight:
 Foresight opens up the future and
invites designers to explore
uncertainties.
 It encourages designers to be
comfortable with working with
unknowns and expects designers to
cope with inadequate information
in the process of discovering and
creating a tangible outcome.
 A Dynamic Constructive Process:
 It is iterative
 It requires ongoing definition,
redefinition, representation,
assessment, and visualization.
 It is a continuous learning
experience arising out of a need to
 obtain and apply insights to shifting
goals.
 Prototyping, creating of tangible
sharable artifacts, become an
important piece of the design
thinking tool.
 Promotes Empathy:
 design Thinking encourages the use of
tools to help designers communicate
with people in order to better
understand their behaviors, exceptions,
values, motivations and the needs that
drive them and will improve their lives.
 designers use these insights to develop
new knowledge through creative
learning and experimentation.
 Reduces Risk:
 Whether it is developing and launching
a new product or service, there are
many benefits in learning from small
and smart failures.
 This is will always happen, but applied
design thinking practices help reduces
risk by considering all factors in
development ecosystem, including
technology, the market, competitors,
customers, and supply chain.
 Create Meaning:
 Creating meaning is the hardest part
of the design process, and the
communication tools used in design
thinking-maps, models, sketches
and stories -help capture and
 express the information required to
form and socialize meaning.
 Arriving this takes time and emerges
through multiple iterations and
conversations.
 Bring Enterprise creativity to next level:
 Design thinking fosters a culture that
embraces questioning, inspire frequent
reflection in action, celebrates
creativity, embraces ambiguity, and
creates visual sense making through
interactions with visualizations, physical
objects and people.
 Design thinking organization creates
strong ‘inspirationalization” and
sensibility to give tangibility to the
emotional contract that employees have
with organizations.
 The New Competitive Logic of Business Strategy:
 Design thinking is the most
complementary practice that can be
applied side by side with Michael
porter’s theory of competitive strategy.
 It allows companies to create new
products, experiences, processes and
business models beyond simply what
works.
 It turns designers into desirable
products, which is a truly sustainable
competitive advantage through
innovation.
 43 ) Distinguish Business model and Business Strategy?

Ans )

Aspect Business Model in Design Thinking Business Strategy in Design Thinking

Understanding In design thinking, understanding user In business strategy, a holistic
User Needs needs involves not only identifying understanding of the market
problems and challenges but also landscape goes beyond market
empathizing with users to uncover analysis to include insights into
underlying motivations and desires. consumer behaviors, industry trends,
and competitive dynamics.
Creating Value Designing solutions that meet user needs Defining strategic objectives aligned
Propositions entails not only addressing functional with vision involves not just setting
requirements but also considering goals but also articulating a clear
emotional and aspirational aspects to direction for the organization and
create a truly compelling value rallying stakeholders around a shared
proposition. purpose.
Iterative Experimenting with revenue models Adapting strategies based on real-time
Prototyping through iterative prototyping and testing feedback requires not only
and Testing allows for rapid learning and refinement, responsiveness but also a willingness
ensuring that the business model evolves to embrace uncertainty and pivot
based on real-world feedback and when necessary to stay aligned with
validation. changing market dynamics.
User-Centric Co-creating business models with users Identifying unique value propositions
Approach fosters a sense of ownership and involves not only understanding
engagement, resulting in solutions that customer needs but also anticipating
are more likely to meet user needs and future trends and emerging
achieve widespread adoption. opportunities to differentiate the
organization in the market.
Market Identifying emerging opportunities Setting clear strategic goals ensures
Opportunity requires not only scanning the market that the organization has a focused
landscape but also actively seeking out direction and purpose, guiding
Exploration unmet needs and underserved segments decision-making and resource
that represent potential growth areas. allocation towards the most impactful
initiatives.
Defining Aligning with user needs and behaviors Aligning with organizational vision and
Strategic involves not only understanding current values means not just pursuing profit
Objectives preferences but also anticipating future but also upholding ethical standards
trends and evolving customer and contributing positively to society
expectations to stay ahead of the curve. and the environment.
Innovation and Experimenting with revenue models Fostering innovation and
Differentiation fosters a culture of innovation and differentiation requires not only
experimentation, encouraging creativity generating ideas but also creating an
and risk-taking to uncover new environment that supports
opportunities for growth and experimentation, learning, and
differentiation. collaboration across the organization.
Adaptive and Experimenting with revenue models Adjusting strategies based on market
Agile Planning through iterative prototyping and testing dynamics involves not only reacting to
enables the organization to adapt quickly external forces but also proactively
to changing market conditions and seize shaping market trends and influencing
emerging opportunities ahead of industry dynamics through strategic
competitors. initiatives and partnerships.
44) Explain How design thinking meets corporate strategies?

Ans )

Design thinking has become a pet phrase for many successful businesses today but its impacts
are very circumstantial and differ for each industry

 It helps brands stay ahead of the curve by driving innovation in a business environment.

 A human-centric approach towards problem-solving makes it an effective bridge between

brands and customers.

 Experts use it for enhancing both physical and digital experiences of products and services.

 Companies resorting to design thinking consider design much more than a phase or a
department – in fact, it shapes the entire thought behind business goals.
 Building a design-optimised company culture will certainly drive more innovation and
customer satisfaction.

 If designers are wondering how different industries benefit from design thinking, have
compiled a list of case studies to help designers to understand how it can be applied in each
context

45) a. Give insights into Design Thinking applied in Business Innovation?

b. Explain how design thinking is applied in Strategic Innovation?

Ans)

a)

1. Human-Centered Approach

Empathy and User Experience:

Design Thinking prioritizes understanding the needs, behaviors, and experiences of the end-
users. This involves direct observation, engagement, and empathy to ensure that solutions are
tailored to real user needs.

By focusing on the user, businesses can create products and services that resonate deeply with
their customers, ensuring higher satisfaction and loyalty.

2. Iterative Process

Prototyping and Experimentation:

The iterative nature of Design Thinking means that ideas are continuously tested and refined.
Prototyping is a crucial step where initial versions of a product or service are developed and then
improved based on feedback.

This reduces the risk of failure by allowing businesses to identify and rectify issues early in the
development process.

3. Action-Oriented and Solution-Focused

Practical Application:
Rather than just identifying problems, Design Thinking is about finding actionable solutions. It is
a practical approach that involves making decisions and taking steps towards solving identified
challenges.

This action-oriented mindset drives progress and innovation by focusing on what can be done to
improve situations rather than getting bogged down by the problems.

4. Fostering Creativity and Innovation

Encouraging Experimentation:

Design Thinking creates an environment where experimentation is encouraged. This helps in

fostering a culture of innovation where employees are not afraid to take risks and think outside
the box.

Creativity is celebrated, and failure is seen as a learning opportunity, which can lead to
breakthrough innovations.

5. Empathy-Driven Research

Understanding Deeper Needs:

Techniques such as ethnographic research, user interviews, and journey mapping help in gaining
a deep understanding of user needs and pain points.

This empathy-driven research ensures that innovations are aligned with what users truly need
and desire.

b)

1. Empathy and User-Centric Research

Understanding Users Deeply:

The foundation of Design Thinking is empathy, which involves gaining a deep understanding of
users' needs, pain points, and behaviors through qualitative research methods such as
interviews, observations, and ethnographic studies.

This user-centric approach ensures that strategic initiatives address real problems and create
solutions that are meaningful and relevant to users.

2. Problem Reframing and Definition

Identifying the Right Problems:

A crucial step in strategic innovation is accurately defining and reframing the problem. By
synthesizing user research, businesses can uncover underlying issues and opportunities that may
not be immediately obvious.

Reframing the problem from different perspectives can lead to new insights and innovative
approaches to addressing challenges.

3. Cross-Disciplinary Collaboration

Leveraging Diverse Expertise:

Design Thinking encourages collaboration across various disciplines, bringing together diverse
teams from design, engineering, marketing, and business.

This cross-functional teamwork fosters a variety of perspectives and skills, leading to more
comprehensive and innovative solutions.

4. Prototyping and Iterative Development

Building and Testing Prototypes:

Prototyping is essential in Design Thinking, where ideas are transformed into tangible models
that can be tested and refined. This iterative process involves creating, testing, and improving
prototypes based on user feedback.

Iterative development allows for rapid identification and correction of issues, reducing risks and
improving the final solution's effectiveness.

5. Strategic Alignment and Long-Term Vision

Ensuring Strategic Fit and Future Planning:

Design Thinking aligns innovation efforts with the overall business strategy, ensuring that new
initiatives support long-term goals and deliver sustainable growth.

By integrating foresight and strategic planning, businesses can anticipate future trends and
opportunities, positioning themselves to respond proactively to changes in the market and
technology.

46) Explain the design thinking principles that redefine the businesses?

Ans) Refer Q 42.

47) Give a short note on the following design thinking approaches towards business
challenge. A) Growth B) Predictability

Ans)

(A) Growth:

 People who most successfully practice design thinking are curious, imaginative, and
filled with wonder

 Stories reveal the hopes, dreams, and aspirations of authors, readers, populations,
and cultures. They can also reveal the hopes, dreams, and aspirations of large
organizations

 Every time a large-scale change effort fails, it’s because management fail to connect
with mid-level executives and employees in a meaningful way.

 Good storytelling is a technique where a leader is tasked with reframing an

organization’s past, present, future, problems, needs, desires, and hopes using a
narrative built on salient metaphors to help people understand and connect with the
company, its values, and its purpose  Storytelling is a technique to harmonize the
company’s vision and translate the key elements of a strategy into a compelling and
accessible narrative that connects the past with the present and the future in a cohesive
way.

 How to tell a story:

 Make it collaborative: Whether you engage multiple stakeholders in shaping

the narrative and its presentation through some form of crowdsourcing or
co-creation or you simply gather input from employees at every level through
informal conversations, it’s important to ensure that elements of what you
are about to tell resonate with the audience
 Make it engaging: Consider the simple power of videos, the tangibility of
beautiful print, or out-of-office immersions in spaces or places that will
inspire people through new experience.
 Make it structured: storyteller and the audience know this structure, they
are able to focus on the content of the story
  Make it performative: A storyteller engages an audience through an oratory
recounting of a narrative. An effective storyteller does not simply speak the
words but rather brings them to life by leveraging dramatic techniques such
as body language, tone, tempo, and timing.
 Make it tangible: To help illustrate intentions and what the future might look
like, consider how technology demonstrations, prototypes, and other see
able and touchable artifacts can signal the strategic intentions of the
organization and articulate how to move, grow, and transform in a particular
direction
 Make it fun: Build interactive narratives in the form of games or simulations
that enable the audience to encounter stories in a holistic, self-guided,
interactive way
 Make it real: Fictiveness refers to how true a story may be. The fictiveness of
a story is related to its plausibility, its applicability, and its potential to explain
something.

(B) Predictability

 Strategic Foresight
 To face the unknown, businesses must adopt a different approach to predictability.
The ability to manage the uncertainties of the future is critical to planning for growth
or survival.
 Because of the rise of the innovation society, new technologies, and a rapidly
globalizing economy, business leaders are forced to deal with not only the speed of
change but also massive new complexity, uncertainty, and paradox on a global scale
 Most managers appreciate and understand the value of strategic foresight but don’t
know how to make it tangible enough or integrate it into business strategy
 Strategic foresight is not “planning”; it’s one of the many inputs for planning
 Strategic planning needs to consider a multitude of factors in the present
competitive and operational environment and then extrapolate the data into a
possible future that is based on a rigorous reading of weak signals.
 Strategic foresight is a deliberate and systematic process concerned with
establishing well-informed future-oriented perspectives that help guide and inspire
innovation, planning, and decision making
 WHY DOES BUSINESS NEED STRATEGIC FORESIGHT?
  To help to prevent or prepare for surprises.
 To help to establish and maintain competitive advantage.
 To positively influence and support innovation.
 To empower and engage.
 Foresight is an iterative and cumulative learning process that employs the design
thinking tool kit, which includes environmental scanning, context mapping,
archetype creation, and scenario development.
 To help organizations win that race there are many foresight tools, processes, and
methods that can be employed, most of which begin with weak signals.
 In the 1970s, Igor Ansoff, an applied mathematician, business manager, and the
father of strategic management, noticed that failures in strategic management were
causally linked to organizations overlooking vague, anomalous, ambiguous, yet
critical information.
 To rectify that, he developed the weak signal theory
 For him, weak signals represented change or the potential for it.
 These signals are not facts or trends. Rather, as signs of new and emerging
capabilities that could disrupt or transform existing norms, they represent subtle
changes in reality that will manifest in individual or organizational behaviours,
needs, desires, or values.
 Weak signal study :
 Weak Signal Scanning
 Weak Signal Processing
 Weak Signal Amplification
 Context Mapping
 Scenario Development

48) Briefly give necessary steps to include design thinking for startups?

Ans)
1. Empathize

Conduct User Research:

Engage with Users: Connect with your target audience through interviews, surveys, focus
groups, and observations. Spend time understanding their daily routines, challenges, and
motivations.

Build Empathy Maps: Create empathy maps to visualize what users say, think, do, and feel.
This helps in capturing a holistic view of their experiences and emotions.

Gather Stories and Insights: Collect detailed stories and anecdotes that highlight user
experiences. These narratives provide valuable context and depth to the data collected.

2. Define

Synthesize Findings:

Identify Patterns: Analyze the data gathered during the empathize phase to identify
common themes, pain points, and user needs.

Create Personas: Develop user personas that represent different segments of your target
audience. Personas are fictional characters based on real data that embody the key
characteristics of your users.

Articulate Problem Statements: Write clear and concise problem statements that capture
the core challenges your users face. These should be framed in a way that focuses on user
needs rather than business goals. For example, "Young professionals need a convenient
way to manage their finances on the go because they have busy lifestyles."

3. Ideate
 Generate Ideas:

Brainstorming Sessions: Conduct structured brainstorming sessions with your team.

Encourage open, free-flowing discussion where all ideas are welcomed, no matter how
unconventional.

Use Creativity Techniques: Employ ideation techniques like mind mapping, SCAMPER
(Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse), and the Six
Thinking Hats to explore a wide range of ideas.

Quantity Over Quality: Focus on generating a large number of ideas initially. The goal is to
explore all possible solutions without judgment or evaluation at this stage.

4. Prototype

Develop Prototypes:

Create Tangible Models: Start with low-fidelity prototypes like sketches, paper models, or
digital wireframes. These should be quick and inexpensive to make.

Iterate Quickly: Develop multiple iterations of prototypes, gradually increasing fidelity as

you refine ideas. Use tools like Figma for digital prototypes or cardboard for physical
models.

Involve Users Early: Share prototypes with potential users early and often to gather
feedback. This ensures that you are on the right track and helps to validate assumptions.

5. Test

Validate with Users:

User Testing: Conduct usability testing sessions where users interact with your prototypes.
Observe their behavior, listen to their feedback, and note any difficulties they encounter.

Gather Feedback: Use surveys, interviews, and direct observation to collect feedback from
users. Ask specific questions to understand what works well and what needs improvement.

Refine Prototypes: Use the feedback to make necessary adjustments and improvements to
your prototypes. This iterative process helps to fine-tune your solution and ensure it
effectively meets user needs.

Document Learnings: Keep detailed records of the feedback and changes made during each
iteration. This documentation helps in tracking progress and making informed decisions.
49) Illustrate the following business challenges in detail.

A) Change B) Maintenance

Ans)

A) Change

 Sense making is a required capability for developing change competency.

 A plan is needed—not just as a reaction to change, but also in anticipation of it.
 It is important to realize that you will need to apply other design thinking tools and
techniques to change as well.
 Sense making can be a one-time or continuous effort to understand connections and
insights in any particular context in order to anticipate their impacts and then act
effectively on them
 sense making takes an obscure situation that is clouded in uncertainty and complexity
and makes it more understandable for decision makers
 Here, neither the frame nor the data are locked into place
 The frame informs the data, and the data, in turn, inform the frame. Sense making is
more than just a process; it’s a mind-set that is instrumental in the commitment to
understanding, learning, and improvement.
 In business contexts, the design thinking approach to sense making tends to lean
toward the qualitative, rather than the quantitative
 Design thinking employs sense-making techniques to understand, question, and
confront change so that businesses can actively construct, rather than be passive
victims, of the imminent
  Sense making is the process by which design thinkers understand experience
 Sense making is as much about pattern recognition as it is about anomaly detection.
 Through sense making, organizations can get a better sense of the timing required to
design and launch a new product or service
 How does an organization redesign itself in order to incorporate an internal sense
making capability?
 Improve the senses to increase agility
 Collect the real data
 Building sensing capabilities
 Cultivate sensing networks.
 Leverage social media

B) Maintenance

 All brands need to establish visibility, purpose, meaning, and credibility to be

considered relevant in a category
 Relevance is felt deeper and can create a clear divide between brands.
 Over time, brands must rethink and redefine the value that they bring to
consumers
 The expectations of consumers are rising at the same time that many
brands are becoming more resourceful and savvier at gaining attention and
tailoring their unique selling propositions and reasons to believe to fit the
market.
 But customers are becoming more demanding of companies to stay
relevant to their ever-changing lifestyles.
 Relevance is extremely difficult to maintain long term.

50) Explain any five design thinking principles which redefine the business?

Ans) Refer Q)42. (any five).

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