Visual mapping

The journey that will be described below allowed T.I.S’ members to use design

thinking tools, frameworks and concepts to solve a specific problem rather than a

broad one. Additionally, it was an opportunity to experience design thinking in a

real-world context for the first time for most members of the group.

Before doing any actual work, T.I.S decided to use the British Design Council’s

Double Diamond (2015) as the primary framework to apply design thinking and

tackle the brief. Mostly, the Double Diamond is “a simple visual map of the design

process” (British Design Council, 2015) that consists of four phases: Discover,

Define, Develop and Deliver. Although it might look like a linear process — with

a definite beginning and ending — it is not. To find the right solution, it is vital

that the design team iterates as much as necessary. Strong ideas need to be

developed, tested and refined whereas the weak ones are dropped.

Figure 5, Double Diamond by the British Design Council, 2015.

The Double Diamond starts with a challenge (problem) and ends with an impact

(solution). The first phase — Discover — is the insight into the problem, which

means that the design team focuses on researching and gathering data. The second

phase — Define — is the area to focus upon; after research, it is essential that all

the data is synthesized, so the team can make sense of its findings. The third phase

— Develop — involves identifying potential solutions and the fourth — Deliver

— is about implementing a winning solution. Discover and Develop are diverging

phases, which allow designers to open up as much as possible, whereas Define

and Deliver are converging phases, which focus on condensing and narrowing

down findings or ideas

Application

as demonstrated in this paper, the design community still struggles to find a

common denominator when it comes to defining what design thinking is.

Nevertheless, its innovative approach, tools, and frameworks have been helping

agile teams and companies worldwide to succeed.

Even though there is no right or wrong way of applying design thinking, people

must always come first. Since humans design solutions for other humans, the

“people” variable will be present in every design experience. Empathy, therefore,

is vital to build better solutions. Without it, the human component of the process

is weakened, and there is a lack of understanding of the user’s needs.

Innovation is iterative, and teams need to be aware of it. Rushing to a solution

when the problem is not clearly understood will lead to resources being wasted; if

necessary teams should not be afraid of starting over. By asking more “whys” one

build better “what’s.”

All things considered, design thinking is a methodology that not only helps teams

to innovate, but also to solve problems by creating value to team members — or

design thinkers — and stakeholders alike. Team members feel empowered and

engaged as they empathize with the people they are trying to help, and

stakeholders — customers, managers, other employees, suppliers, etc. —

experience joy when a well-defined problem meets a well-executed solution.

