Design Thinking 简明教程

Design Thinking - Define Stage

现在，我们已经了解了客户的问题和背景。现在是定义问题并得到问题陈述的时候了。此陈述将为我们提供必要的指示，以解决客户面临的问题。

Now, we have learnt the problems of our customers and the context as well. It is time to define our problem and arrive at a problem statement. This statement will give us the necessary direction to proceed towards the issue faced by the customer.

作为一名设计思维者，我们需要涵盖我们在“移情”阶段中得到的所有要点和答案。这是综合过程开始发挥作用的地方。我们需要将所有答案归为一类，并将它们转换为一个 coherent single statement 。

As a design thinker, we need to cover all the points and the answers that we got in the ‘empathize’ phase. This is where the process of synthesis comes into picture. We have to club all the answers together and convert them into a coherent single statement.

定义问题的第一步是找到用户是谁，他的/她的/他们的需求是什么，然后从答案中发展出见解。想一想 ‘How might we?’ 问题。例如，“我们如何激励 DT 中的员工？”，“我们如何解决绩效评级与离职率之间的关系问题？”，“我们如何在不降低质量和强制性先决条件资源的前提下降低知识转移计划的成本？”以及其他类似的问题。

The first step towards defining a problem is to find who the user is, what is his/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 we address the concern on the connection between appraisal ratings and attrition?’, ‘How might we reduce the cost of knowledge transfer program without compromising its quality and the mandatory pre-requisite resources?’ and many other questions along the similar lines.

但我们如何产生这样的问题。简而言之，“我们如何产生“我们如何”的问题？”以下指南将帮助设计思维者提出此类问题。

But how do we generate such questions. In short, “How might we generate the ‘how might we’ questions?” The following guidelines will help a design thinker to come up with such questions.

  1. Amplify the good − A design thinker must think how to amplify the positive aspects of the customers’ needs. For instance, we can think of how to boost the morale of the employees who are not leaving the company or how to increase the quality of knowledge transfer program in DT.

  2. Eliminate the bad − Design thinkers need to remove all the bad elements observed in the problem. In case of DT problem, we have to remove the problem of high costs of knowledge transfer and the lack of motivation in the company. We also need to remove the negative effect that appraisal ratings have on employees.

  3. Explore the opposite − Design thinkers need to brainstorm on how to convert the problem into an opportunity. In the case of DT, we can think of how the lack of motivation can become an opportunity for employees to ideate and suggest a way to bring more motivation and energy in the workplace.

  4. Question the Assumptions − This step involves questioning the assumption at hand. It is assumed that DT needs knowledge transfer for its new employees. Is it really indispensable to have this knowledge transfer process in place?

  5. Identify the Unexpected Resources − Design thinkers should try to find whether some other resources not mentioned by the customer can be leveraged? In case of DT, think of how we can use some other resources to train the employees or to motivate the employees in the organization.

  6. Create an Analogy − Design thinking also involves, among many other things, how to create connections between the problem at hand and unrelated images. DT can think of similar cases or situations where such problem of knowledge transfer and motivation of people is at stake. DT can think how problems had been solved there.

  7. 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 points discussed from ‘empathize’ section can be broken down into elementary fragments to make the work easier.

通过对各个方面进行研究，我们遇到了以下问题陈述——“DT 应如何随着低成本有效培训其新人力资源而激励其现有员工？”

Working over each aspect, we come across the following problem statement – "How should DT motivate its existing employees along with training its new human resources effectively at low cost?"

您也可以创建自己的问题陈述，它甚至可能比上述陈述更好。

You can create your own problem statement as well, which may be even better than the one above.