Mind mapping

The  first phase of design thinking process,

At what is. .in doing so, we amass a huge amount of data. Before moving to the next phase, what if, we  need to distil all that data into information and insights that can be easily communicated.

Mind mapping is looking for patterns and insights in a large quantity of data you collected during  your exploration of what is the current reality.

This phase is pivotal in the design thinking process. Mind mapping provides a Segway from what is to  what if. its an engaging alternative to that giant report we might otherwise have written to sum up and  communicate in prose and charts and spreadsheets

Mind mapping is more intuitive. It's more creative. It's more visual, and it's more engaging.         David  Kelley, the founder of IDEO said, when I want to do something analytical, I make a list.

When I'm trying to do something creative, I make a mind-map. That said, let's be clear what we don't  mean by mind-mapping and the design-thinking process.

In design thinking we use the mind mapping process to capture and represent the minds of our  customers. That's minds, of our customers. We involve our colleagues in order to develop a  common mind among them regarding the current reality of a design challenge.

Through mind mapping, we extract meaning from data in a way that lets patterns and insights emerge.  But the design thinking process of generating the map, deliberately involves many stakeholders.  Standing of the current reality. This can be a big help as you move forward in the design process.  Now  be sure you've reminded them of the design challenge so they have that mind as they browse. Ask them  to take note of what fits, as well as what doesn't fit. Sometimes the good stuff is what appears to be an  outlier. After the participants have viewed the gallery, ask them to return to the workshop  room, arranging themselves at tables of five to six participants each.

Before they start to share their good stuff, give them about ten minutes to review their own sticky notes  and group them into themed clusters on their clipboard. Then the sharing starts. Have one member of  the team start with the theme presenting his or her sticky notes related to that theme. Put these on a  large foam core board, a wall, or whatever so that the whole team can see them. Then another team  member adds their sticky notes that are related to that same thing. The next team member does the  same. Then a second team member will suggest another theme, and so forth, until all the sticky notes  are on the board. Yes. Even the outliers go on the board. Stick them around the edges. They may work  their way in later.

And they may serve as , inspiration in some way you haven’t anticipated. Identifying the insights that  each cluster reveals. This is also one of the toughest parts of the process. Your participants have to  move from a theme that has probably been more like a label, for example guilt or no time, which is easy

to come up with. To an insight statement. An insight statement is more than just a word. Your  participants have made observations. Now they must turn those observations into insights. They need  to uncover what's implied by the observations. A good way to get this started is to ask, so what? You  might need to ask, so what several times. Continue until meaningful insight statements emerge. For  instance, guilt becomes people avoid thinking about their health, because it makes them uncomfortable  to realize they are really in charge. No time becomes people can't see how to work an exercise routine  into their daily lives. The pivot between what is and what if, is the generation of a design criteria  statement. The topic of design criteria, an important project management aid, is covered in more depth  elsewhere. But for now, just know that design criteria are the conditions your design solution must  satisfy in order to solve your customer's problem. These are conditions based on the insights  you've uncovered through your deep understanding of what is.For instance, your solution to the  exercise problem, will have to be one that the user can easily fit into their day. Now, a compelling way  to generate design criteria, is to ask yourself, if anything were possible, if anything were possible, what  criteria would our new design meet. Once you have your design criteria in hand, you'll be ready to move  on to thinking about possible solutions to your design challenge.

Thank you


Mind mapping The first phase of design thinking process , At what is . .in doing so , we amass a huge amount of data . Before moving to the next phase , what if , we need to distil all that data into information and insights that can be easily communicated . Mind mapping is looking for patterns and insights in a large quantity of data you collected during your exploration of what is the current reality . This phase is pivotal in the design thinking process . Mind mapping provides a Segway from what is to what if . its an engaging alternative to that giant report we might otherwise have written to sum up and communicate in prose and charts and spreadsheets Mind mapping is more intuitive . It 's more creative . It 's more visual , and it 's more engaging . David Kelley , the founder of IDEO said , when I want to do something analytical , I make a list . When I 'm trying to do something creative , I make a mind - map . That said , let 's be clear what we do n't mean by mind - mapping and the design - thinking process . In design thinking we use the mind mapping process to capture and represent the minds of our customers . That 's minds , of our customers . We involve our colleagues in order to develop a common mind among them regarding the current reality of a design challenge . Through mind mapping , we extract meaning from data in a way that lets patterns and insights emerge . But the design thinking process of generating the map , deliberately involves many stakeholders . Standing of the current reality . This can be a big help as you move forward in the design process . Now be sure you 've reminded them of the design challenge so they have that mind as they browse . Ask them to take note of what fits , as well as what does n't fit . Sometimes the good stuff is what appears to be an outlier . After the participants have viewed the gallery , ask them to return to the workshop room , arranging themselves at tables of five to six participants each . Before they start to share their good stuff , give them about ten minutes to review their own sticky notes and group them into themed clusters on their clipboard . Then the sharing starts . Have one member of the team start with the theme presenting his or her sticky notes related to that theme . Put these on a large foam core board , a wall , or whatever so that the whole team can see them . Then another team member adds their sticky notes that are related to that same thing . The next team member does the same . Then a second team member will suggest another theme , and so forth , until all the sticky notes are on the board . Yes . Even the outliers go on the board . Stick them around the edges . They may work their way in later . And they may serve as , inspiration in some way you have n’t anticipated . Identifying the insights that each cluster reveals . This is also one of the toughest parts of the process . Your participants have to move from a theme that has probably been more like a label , for example guilt or no time , which is easy to come up with . To an insight statement . An insight statement is more than just a word . Your participants have made observations . Now they must turn those observations into insights . They need to uncover what 's implied by the observations . A good way to get this started is to ask , so what ? You might need to ask , so what several times . Continue until meaningful insight statements emerge . For instance , guilt becomes people avoid thinking about their health , because it makes them uncomfortable to realize they are really in charge . No time becomes people ca n't see how to work an exercise routine into their daily lives . The pivot between what is and what if , is the generation of a design criteria statement . The topic of design criteria , an important project management aid , is covered in more depth elsewhere . But for now , just know that design criteria are the conditions your design solution must satisfy in order to solve your customer 's problem . These are conditions based on the insights you 've uncovered through your deep understanding of what is . For instance , your solution to the exercise problem , will have to be one that the user can easily fit into their day . Now , a compelling way to generate design criteria , is to ask yourself , if anything were possible , if anything were possible , what criteria would our new design meet . Once you have your design criteria in hand , you 'll be ready to move on to thinking about possible solutions to your design challenge . Thank you