5 week course. +Acumen

Transcription

1 5 week course +Acumen HCD Workshop 1

2 +Acumen HCD Workshop 2 preamble Week 1 xx-xx An Introduction to Human-Centered Design Readings Workshop Guide week1_readings.pdf week1_workshopguide.pdf Week 2 Discover Readings Workshop Guide week2_readings.pdf week2_workshopguide.pdf Week 3 IDEATE Readings Workshop Guide week3_readings.pdf week3_workshopguide.pdf Week 4 prototype Readings Workshop Guide week4_readings.pdf week4_workshopguide.pdf Week 5 move Readings Workshop Guide week5_readings.pdf week5_workshopguide.pdf

3 +Acumen HCD Workshop 3 BEFORE YOU START This workshop is for you This workshop can help you create solutions for everyday challenges. Businesses, social entrepreneurs and other innovators have used human-centered design for decades to create solutions for many different types of challenges. This workshop will teach you the human-centered design process so that you can be more intentional about facing and solving challenges in your community. This workshop is designed with a group-guided learning structure, which means that you and your team of 2-6 people will be learning the humancentered design process together. The course is designed to be conducted over 5 weeks. However, you can also do it faster or slower if a different pace is right for your team. This workshop is an invitation to experiment with design processes. Let it inspire you to approach challenges differently and experience how humancentered design adds a new perspective to your work. effective ways to engage my community improved collaboration unstuck What will human-centered design get me? solutions that fit my individual challenge more creative confidence more fun

4 +Acumen HCD Workshop 4 Before you start A note about language The terminology used to describe human-centered design can vary a bit. Indeed, not even the term, human-centered design is universal among its practitioners. You ll notice in some of the articles and links to the required and optional readings for this course, that the terminology used to describe human-centered design is sometimes refered to as design thinking. As a new learner of the process, you can think of human-centered design and design thinking as referring to the same approach. the design process In this course, the three major stages of the human-centered design process are broken down this way: DISCOVER IDEATE Prototype As you begin reading some of the other materials included in this course, you'll see that the steps in the humancentered design process have been broken down in a variety of different ways. For example, when reading the HCD Toolkit, you'll notice that the three major steps of the process are labeled as: 1) Hear ; 2) Create; 3) Deliver. If you read the Bootcamp materials from the Stanford d.school, you'll learn yet another set of terms to describe the stages in the humancentered design process. Confused yet? Don t worry, everyone is at first. As you start to put human-centered design to work, the steps will become more clear. Most importantly, human-centered design is a process. Think of it as a recipe for cooking your favorite meal. The names of the ingredients might differ from place to place, country to country, but the process itself with an emphasis on getting out into your community, prototyping rapidly, and iterating until you get your ideas right remains constant.

5 +Acumen HCD Workshop 5 Before you start Course requirements There are a few logistics everyone on the design team should know. Below is a preview of the things you will need to consider throughout this 5-week course. You will have a chance during the first workshop to discuss all of these as a group and address any concerns or conflicts. Teams This course is designed as a group-guided learning experience. In order to make this stucture work, you'll need a team of at least 2 (and no more than 6) colleagues. A team is stronger than any individual. And collaboration is inherent to human-centered design: having a team of people who offer different strengths and perspectives will enable you to solve complex challenges. But teamwork isn t always easy. Team dynamics can be as limiting as they are empowering. Here s how to build a great team: Start small. A team will work best if it consists of a core group of two to six individuals. The smaller size will make it easier to coordinate schedules and make decisions. If it's right for your team, invite others to join for brainstorms, give feedback or help you get unstuck when it s most useful. Invite variety. Select people who can contribute from different angles. You ll have a better chance of coming up with unexpected solutions. Assign roles. Make agreements about which responsibilities people can take on that brings out their strengths. Who will be the Weekly Leader each week, keeping everything organized and leading the team? Who will be the enthusiast, inspiring the team with big dreams? Who is the nagger, making sure things keep moving forward? Allow for alone time. While most of this work should be done as a team, make sure to allow for individual work time. Sometimes the best progress comes from solitary thinking, planning and creating. Time You ll have about one to two hours of readings each week to prepare for your workshop. Each workshop is scheduled to last two hours. After Weeks 2&4, you ll have homework assignments as you practice your humancentered design skills out in the community. This course is designed to take five weeks to finish. However, this is just a suggestion and the course can be completed in more or less time, depending on the schedules of you and your team. CALENDAR You should plot the workshop weeks on a calendar with your team. Can everyone commit to attend all of the sessions? If not, mark dates that members might miss and plan accordingly or reschedule. Weekend meetings might be best for Weeks 2&4 because you will be getting out into the community to do research and you ll want to make sure that lots of people are around for you to speak with.

6 +Acumen HCD Workshop 6 Space Doing the human-centered design process well requires space for your team to work. Can you hold the weekly workshop at someone s house? Your school? Your office? Your church? Restaurants or coffee shops can work as spaces too, but can sometimes be too noisy or crowded to facilitate proper brainstorming and prototyping. Whatever space you find, it s best if there s a wall where you can stick inspiring imagery or notes from your research, so that your team can be continuously immersed in your learnings. Shared visual reminders will also help your team track progress of the project and stay focused on your challenge. LEADERSHIP Each week, a member of your team will serve as the Weekly Leader. This person will be responsible for reviewing the Weekly Readings and the Workshop Guide thoroughly before the weekly workshop so that they can lead the workshop discussion and activities. The Weekly Leader will also organize your team to bring required supplies each week. You should coordi nate with your team to choose the Weekly Leader for Week 1 and subsequently choose a new leader for the following week at each group session. suggested supplies The human-centered design process is visual, tactile and experiential. It's important to have supplies on hand that make it easy to work in this fashion. Each week, your design team will need the following supplies for the workshop: Pens, pencils, markers, paper. Post-it notes if they re available; if not, cut scrap paper into squares and bring tape to stick these square pieces of paper on the wall. Trust us, this is important! During Weeks 4&5, you ll be prototyping your designs; each team member will need to bring prototyping supplies to these workshops (we'll provide more details later). Other useful (but not required supplies) might include: Construction paper, foam core boards, scissors, and cellphone cameras. Printed Materials Each member of the design team is required to print out the weekly Workshop Guide and bring it to your group session. If you'd like, you can print out the weekly readings or download and read them on a computer or a tablet.

7 +Acumen HCD Workshop 1 1An introduction to human-centered design Workshop Guide THE Design process discover ideate prototype

8 +Acumen HCD Workshop 2 Table of contents Weekly Leader's Guide Before the Workshop Agenda & Materials Activities & Dicussions 01 Introductions 02 Ice Breaker 03 Course Logistics 04 Human-Centered Design Discussion 05 Mini Design Challenge: Design a Better Commute Homework 06 Prepare for Week 2 07 Participate in the Google+ Community

9 +Acumen HCD Workshop 3 Weekly Leader's Guide Before the Week 1 Workshop CONFIRM that you have a meeting space. This should be a dedicated room, table, or even just a wall where the group can post ideas and inspiration. The design process involves a lot of talking and group collaboration, so you will want to choose a location where your group can talk in an undisturbed manner and not disturb others around you too much. CONFIRM that everyone on your design team can make the Week 1 workshop. If some members of the team will be missing, consider rescheduling or have a plan in place to proceed with a smaller number of team members for the week. PRINT this Week 1 Workshop Guide. To save paper, it is not required to print the Week 1 Readings. Check with your team members and encourage them to print the Week 1 Workshop Guide as well. COORDINATE with your team to bring supplies for brainstorming and Week 1 activities. Blank paper, pens, felt markers, Post-it Notes (or their equivalent), and printed Week 1 Workshop Guide should be sufficient. LEAD the workshop. This guide will walk you through facilitating the activities, discussions and assignments for Week 1. You will also want to keep time so that your group makes it through the full workshop in 2 hours. Make sure to read the Week 1 Readings thoroughly so that you can effectively lead your team this week.

10 +Acumen HCD Workshop 4 Weekly Leader's Guide Agenda 01 Introductions 15 minutes 02 Ice Breaker 15 minutes 03 Course Logistics 10 minutes 04 Human-Centered Design discussion 15 minutes Break 10 minutes 05 Mini Design Challenge 50 minutes 06 Preparation for Week 2 5 minutes Materials needed Blank paper, pens, Week 1 Workshop Guide, Post-it Notes (or their equivalent)

11 Activity 01 introductions & beginner's mind 15 minutes +Acumen HCD Workshop 5 As human-centered designers, it s important to embrace your beginner s mind; to approach problems as a novice even when you already know a lot about them. Your beginner s mind is eager to learn and willing to experiment! Take a few minutes to answer the questions below and then discuss your answers with your team. Be sure to tap into your beginner s mind for the last question below. Fill out the questions below 1) What is your name? 2) Where do you work? 3) Why are you taking this course? 4) What would you like to learn during the course? 5) What would you like to be doing in 5 years? 6) Tell a story about the last activity that you tried for the first time? Was it exciting or scary? How did being a novice help you?

12 Activity 02 icebreaker: Visual telephone 15 minutes +Acumen HCD Workshop 6 It s very important to be visual as a human-centered designer. Thinking visually activates different parts of your brain and can help you get unstuck at key points in the creative process. This ice breaker will help you get visual. Complete the exercise Note You will need at least three team members for this activity. Each team member will need a blank piece of paper and pen. 1 - Everyone in the group should write one sentence (silly or serious) on the top of your piece of paper - Fold over the top of the paper to hide the sentence - Pass your paper to the person on your right 4 - Unfold the paper you just received to reveal only the last sentence - Draw a picture based on what you see. - Fold the paper four times - Pass it to the right Repeat until your original paper returns to you Unfold it and see how much the story has changed 2 - Unfold the paper you just received to reveal the sentence - Draw a picture of what you see - Fold your paper to hide the sentence at the top, then fold it again to hide the picture below it - Pass the piece of paper to the right 3 - Unfold the paper you just received to reveal only the picture (not the sentence) - Write a new sentence below the picture, describing what you see - Fold the paper three times to hide the first sentence, then the picture, then the last sentence - Pass it to the right

13 discussion +Acumen HCD Workshop 7 03 Logisitics 10 minutes The Weekly Leader should guide this discussion. This course has a group-guided learning structure and will be most successful if you follow as closely as possible to the guidelines below. Discuss each of these guidelines and determine if there will be any problems and map out potential solutions. Discuss Time Each workshop is scheduled to last two hours. You ll have about 1-2 hours of readings each week in advance of the Workshop. After Weeks 2+4, you ll have homework assignments as you practice the human-centered design process in your community. Calendar Plot the workshop sessions on a calendar. Mark dates that members might miss and plan accordingly or reschedule. You will be conducting community research in Weeks 2 and 4. Weekend meetings might be best for these two sessions. Space Try to secure a meeting space for the full 5 weeks of the workshop. Can you hold the weekly workshop at someone s house, your school, office, church? Leadership Each week, a member of your team will serve as the Weekly Leader. This person will lead the weekly discussion and facilitate the various activities. They are also responsible for coordinating with team members to bring required supplies. Set ground rules We recommend that your group takes a moment to set a few rules or norms for how you would like the weekly workshops to function. Here are some questions to get you going: - How can you structure the weekly workshop to ensure that an environment of mutual trust and respect is created? - How should feedback (both positive and negative) be communicated so that each individual and the group get the most out of it? - Are there other rules that you can think of which will make the weekly workshops run more smoothly? Supplies Each team member should print out the Workshop Guide and bring it to each meeting. Remember, it isn't necessary to print out the Weekly Readings, just the Workshop Guide. The Weekly Leader will be responsible for organizing with the team to provide: - Pens, pencils, markers, blank paper - Post-it notes if they re available; if not, cut scrap paper into squares and bring tape to stick them on the wall. During Weeks 4+5, your team will need to gather and bring protoptyping supplies to the meeting. You'll get more details later on this. Sharing We've created a Google+ Community where you'll post updates from your design team and learn what other workshop groups around the world are doing. See page 14 of this document for instructions on how to sign up. Write Your Team Name Your team should select a name. Have fun with the name and choose something that is distinctive and represents your team. You'll use this team name to post updates to the Google+ Groups community. Team Name

14 discussion 04 Human centered-design 15 minutes +Acumen HCD Workshop 8 The Weekly Leader should guide this discussion. These questions are based upon the Week 1 Readings. Feel free to refer back to the readings on your computer (or if you printed them out) to refresh your memory. Overview The first reading ("An Introduction to Human-Centered Design") provided an overview of human-centered design. The second reading ("Design-Thinking for Social Innovation") discussed the human-centered design process and its application to social challenges. Some examples within the second reading as well as the third reading ("Clean Team Case Study") provided you with specific examples of how the human-centered design process has been used to create innovative solutions to real world challenges. Discuss 1 Depending on your previous experience and knowledge, your learnings from these readings will be slightly different from the other members of the group. Take a few minutes to briefly share your three most interesting takeaways (that you prepared in the workshop prep for this week) and any questions you re still trying to figure out. A Note for the weekly leader Please prompt the group with references back to the Week 1 Readings if your group needs a boost during the discussion below. 2 As a group, analyze what makes "Human-Centered Design" unique from other problem-solving frameworks. What aspects are similar to other frameworks for problem solving? What aspects are different? 3 As a group, share ideas on various social challenges that you think could benefit from the application of human-centered design. Are there types of challenges where you think it would be more difficult to apply the human-centered design process? Why?

15 Activity 05 Design a better commute Page 1 of 3 +Acumen HCD Workshop 9 The best way to begin learning the human-centered design process is to do it ourselves. Divide into groups of two people. If your workshop team has an odd number of people, one group can have three people. Interview your partner and then switch. Someone should be keeping track of time and keeping the group on schedule with each portion of the activity. Step 1 Discover Interview: 10 minutes (spend 5 minutes interviewing your partner and then switch roles) Interview your partner. Begin by understanding their morning commute. Not just about how they get there learn about how they feel, what they wish for, what gets in their way, ideas for how they would go about improving their commute. Your job is to ask great questions, listen, learn and don't be afraid to ask Why?. A few techniques you might try: - Try asking "Why?" in response to five consectuive answers from your partner. - Ask your partner to visualize their morning commute with a drawing or a diagram

16 Activity 05 Design a better commute Page 2 of 3 +Acumen HCD Workshop 10 Step 2 IDEATE Interpreting needs: 5 minutes Take five minutes to read over your notes from the interview with your partner. Write down answers to the questions below. What are 3 unique aspects of your partner s commute? What are 3 needs that your partner faces each morning? Step 3 IDEATE Brainstorm: 10 minutes Now s your chance to imagine new solutions to make someone else s life better! Work with your partner and sketch 4-6 radical new ways to improve the commute. You should focus on ideas for your partner and your partner should focus on ideas for you. However, work collaboratively and try to come up with a few ideas that might improve the commute for both of you. Don t worry about being perfect, draw your ideas quickly to capture them. Use more paper if you need it!

17 Activity +Acumen HCD Workshop Design a better commute Page 3 of 3 Step 4 IDEATE Reality Check: 5 minutes Share your favorite ideas with another team. Get feedback from them. Don t sell your ideas find out what they really think! See if you can find out what excites them about your ideas, and learn more about what they might wish for. Notes Step 5 Prototype Prototype: 10 minutes Ok. You got some feedback from another team. How do you want to revise your design to reflect that feedback? Now it's time to prototype. Choose your favorite idea and work with your partner to quickly build a prototype. Remember Your prototype can be a model, a diagram, or a more detailed drawing. Don t be shy about going tangible it s great to grab some scissors, construction paper, tape and markers (or anything else around you!) and make that idea real. In any way you can. This way you can share your brilliant design(s) with others!

18 discussion 06 REflect & Share 10 minutes +Acumen HCD Workshop 12 Congratulations on designing a great solution! Normally, you would continue to iterate on your idea, reconsidering elements of your design based on feedback you receive from the community. Because time is growing short in this week's workshop, let's take a few minutes to reflect on what you learned during this mini-challenge and during Week 1 as a whole. Reflect Take 5 minutes to individually reflect on the following questions and write your responses down quickly in your notebook or on some Post-it notes: What feedback did you get from the other design team during the "Reality Check"? Did your design change as a result? Based upon your experience during this mini design challenge, why might the human-centered design process be a useful problem solving methodology for tackling larger social sector challenges? Share Now come together with your full workshop group: Share your prototype with the group. Do you have ideas for further refining your idea based upon the feedback you received? Share and discuss your Ahas with the group. Were there similar or different takeaways? Acumen has a practice of sharing Ahas on a regular basis. It is a way to reflect on an experience and gain more insight into both the world around you and yourself. "Ahas" can be key takeaways, new perspectives on an issue, memorable comments or questions, surprises, challenges, or parting thoughts from this workshop. Write down a few Ahas. Optional Take pictures of your prototypes from this design activity to share online later. See p. 14 of this document for instructions on how to participate in the Google+ Community.

19 homework 06 Preparing for Week 2 5 minutes +Acumen HCD Workshop 13 CHOOSE the Weekly Leader for next week. REVIEW materials needed for the Week 2 workshop: pens, paper, Post-it's, notebooks, camera/ mobile phone camera. CONFIRM location & time for the Week 2 workshop. A weekend meeting is advised for this session, as you will spend part of it out in the community, doing research. DON'T FORGET to do the following between today and your Week 2 workshop: - Join the "Human-Centered Design for Social Innovation" Google+ Community if you haven t already done so (please see p.14 for instruction). - Share your individual "Ahas" from Week 1 and/or any photos from the Week 1 workshop on the Google+ Community under the category "Workshop Reflections/Pictures". We suggest the following title for your post: "Your team name_your location_week 1". - Read Google+ Community posts from the other participants around the world. read the Week 2 Readings in advance of the Week 2 workshop.

20 homework 07 Participate in the Google+ Community 5 minutes +Acumen HCD Workshop 14 Participating in the online Google+ community will help you understand how teams around the world are implementing human-centered design as they learn about it during this course. Depending on your familiarity with Google+ we've outlined how you can sign up to participate. If you DO NOT have a Google+ or gmail Account 1 Go to 2 Find the red box that says "sign up" at the top right corner. 3 Fill in the required information and register for a Google account. 4 Once you are logged into your Google account, click on "+(your name)" that appears at the top left corner of your screen. For example if your first name is Jessica, it will appear as "+Jessica". 5 Once you have reached your Google+ profile page, you can either upload your picture by clicking "Snap a photo"/"upload an image" or simply move on by clicking on the blue box that says "Finish". If you DO have an account and have used Google+ before 1a Click here* and "Ask to join" the Human-Centered Design for Social Innovation community. The full URL for the community is listed at the bottom of this page. 1b Or Look for a button that says "Home" at the top left of your Google+ profile page. Scroll down the menu until you reach "Communities" in green. Click on it. Within the box that says "Search for communities", type in Human-Centered Design for Social Innovation. Click on the button that says "Ask to join this community". 2 Wait for an confirming you've been excepted into the Google+ Community. Take a few minutes to orientate yourself to the Google+ Community 1 When joining the "Human-Centered Design for Social Innovation" Community, you must read the "About this community" section on the community home page. Please be sure to also read "A word from our legal team". We know the legal stuff isn't exciting, but it's important. Trust us. 2 Browse the various sections of the Google+ community under "All posts". Some categories that you might find useful include -"Tips for Google Community" (tips) -"Do's and Don'ts -"Syllabus" -"Homework" Optional We have established a Google map to visualize who is taking this course around the world. The link to the Google Map of course participants and guidelines for how to participate in this dynamic map is posted under the category "Map - Who is taking this course?" from the Google+ community page. *

21 +Acumen HCD Workshop 1 1An introduction to human-centered design THE Design process discover ideate prototype

22 +Acumen HCD Workshop 2 Table of contents Workshop Preparation Prepare for Your Week 1 Workshop Readings 01 An Overview of Human-Centered Design 02 Design Thinking for Social Innovation 03 Case Study: Clean Team 04 Optional Readings and Videos

23 +Acumen HCD Workshop 3 Workshop Preparation For Week 1 Workshop CHOOSE a Weekly Leader. This person will be responsible for reviewing the Weekly Readings and the Workshop Guide thoroughly before the weekly workshop so that they can lead the workshop discussion and activities. COORDINATE with your team to gather supplies for the Week 1 Workshop. Here's what you'll need: 3-4 sheets of blank paper, pens, felt markers, Post-it Notes (or their equivalent) for each member of your team. READ required Week 1 Readings. WRITE DOWN three interesting takeaways you would like to discuss with your design team related to these Week 1 Readings. It can be a quick summary of what you read, or some connections you've made based upon your prior knowledge or experience, such as surprises, excitement, confusion, curiosity, etc. BRING printed Week 1 Workshop Guide.

24 +Acumen HCD Workshop 4 Readings 01 An Overview of Human-Centered Design

25 +Acumen HCD Workshop 5 What is Human-Centered Design? Human-centered design is a mindset. Human-centered design is about believing you can make a difference, and having an intentional process in order to get to new, relevant solutions that create positive impact. Human-centered design gives you faith in your creative abilities and a process for transforming difficult challenges into opportunities for design. It s Human-Centered. Humancentered design begins from deep empathy and understanding of needs and motivations of people the parents, neighbors, children, colleagues, and strangers who make up your everyday community. It s Collaborative. Several great minds are always stronger when solving a challenge than just one. Humancentered design benefits greatly from the views of multiple perspectives, and others creativity bolstering your own. It s Experimental. Human-centered design gives you permission to fail and to learn from your mistakes, because you come up with new ideas, get feedback on them, then iterate. Expecting perfection makes it hard to take risks. It limits the possibilities to create more radical change. Human-centered design is all about experimenting and learning by doing. It's about having the confidence that new, better things are possible and that you can make them happen. This kind of optimism is crucial when you're out to design for social good. It s Optimistic. Human-centered design is the fundamental belief that we can all create change no matter how big a problem, how little time, or how small a budget. No matter what constraints exist around you, designing is an enjoyable and powerful process. Human-centered design gives you the confidence to believe that new, better things are possible and that you can make them happen!

26 +Acumen HCD Workshop 6 What can I use human-centered design for? You can use human-centered design to approach any challenge. PRODUCTS When people think of design, they often first think about expensive, stylish products: iphones, furniture, or kitchen appliances. But thoughtful product design is just as important in social innovation. Not only are all people deserving of well-designed products, but challenges that arise when there are limited resources, services, or infrastructure require new approaches to the design of useful items. Spaces Physical environments give people signals about how to behave and feel. By rethinking the design of hospitals, health clinics, classrooms, housing, public transportation, banks, libraries, and more, we can send new messages about how people should feel and interact in these spaces. Human-centered design can help turn what was merely a utilitarian space into a positively transformative experience. SERVICES All services are designed, from how they operate to how they are advertised, to how they are delivered. For your service to have the desired impact, it's essential to gain a deep understanding of the people you will be serving; not only what they need and desire, but what limitations they face, what motivates them and what's important to them. Systems Designing systems is about balancing the complexity of many different stakeholder needs with the needs of the social enterprise. For example, if your were designing a new type of school in a low-income community, there are the needs of the students, the parents, the staff and faculty, the community and perhaps the investors. Systems design often involves setting high-level strategy such as stating visions, priorities, policies and key communications around these ideas. How might we design a cookstove that reduces the amount of smoke inhaled by the user? How might we build an irrigation pump that can run off the electricity grid? How might we design a toilet for families living in areas with no sanitation infrastructure? How might we design hospital waiting rooms to mitigate the transmission of airborne diseases? How might we redesign the common areas of a community housing structure to encourage connecting and cooperating among neighbors? How might we make the space inside a bank less intimidating for first-time savers signing up for a new account? How might we design a water delivery service providing clean drinking water along with health and nutrition products? How might we design new services engaging low-income parents in after school education for their children? How might we design a sustainable business model for a pit latrine emptying service? How might we redesign the school lunch program for an entire city while providing for differences in individual schools? How might we design a system linking social entrepreneurs from around the world? How might we redesign the banking system in a country to capitalize on unofficial savings activities that lowincome Mexicans are already doing?

27 +Acumen HCD Workshop 7 The Design Process The human-centered design process has three phases. The human-centered design process oscillates between very tangible and very abstract thinking modes as you journey through the three phases. The process starts by getting out into your community and learning from people. Next you'll go broad while brainstorming and exploring lots of potential solutions. The process then gets tangible again as you rapidly build and evolve your prototypes based upon real feedback. discover ideate prototype I have a challenge. How do I approach it? I learned something. How do I interpret it and begin designing from what I learned? I have an idea. How do I build and refine it? abstract abstract tangible tangible

28 +Acumen HCD Workshop 8 if you only remember a few things You are a designer. Become more intentional about your design process. Be confident in your creative abilities. Be strategic about what needs attention first. Listen to your stakeholders and be inspired to design for them. This is your opportunity and your responsibility to have an impact on the people you're designing for, and to be part of changing and growing the system. Your beginner's mind is your friend. Approach problems as a novice even if you already know a lot about them. Let yourself learn. Be willing to experiment. Be okay with not having the right answer. Trust that you ll find one. You learn when you step out of your comfort zone. Get unstuck. Break your routine. Use the world outside your office, home or classroom to invigorate your work. Problems are just opportunities in disguise. Be optimistic. Believe the future will be better. Start with, What if? instead of What s wrong? Analagous inspiration is your best friend. Collaborate with others.

29 +Acumen HCD Workshop 9 Readings 02 design Thinking for Social Innovation Article originally appeared in: Stanford Social Innovation ReviewWinter 2010.

30 +Acumen HCD Workshop 10 In an area outside Hyderabad, India, between the suburbs and the countryside, a young woman we ll call her Shanti fetches water daily from the always-open local borehole that is about 300 feet from her home. She uses a 3-gallon plastic container that she can easily carry on her head. Shanti and her husband rely on the free water for their drinking and washing, and though they ve heard that it s not as safe as water from the Naandi Foundation-run community treatment plant, they still use it. Shanti s family has been drinking the local water for generations, and although it periodically makes her and her family sick, she has no plans to stop using it. Shanti has many reasons not to use the water from the Naandi treatment center, but they re not the reasons one might think. The center is within easy walking distance of her home roughly a third of a mile. It is also well known and affordable (roughly 10 rupees, or 20 cents, for 5 gallons). Being able to pay the small fee has even become a status symbol for some villagers. Habit isn t a factor, either. Shanti is forgoing the safer water because of a series of Design Thinking for Social innovation Designers have traditionally focused on enhancing the look and functionality of products. recently, they have begun using Design tools to tackle more complex problems, such as finding ways to provide low-cost health care throughout the world. businesses were first to embrace this new approach called Design thinking now nonprofits are beginning to adopt it too. By Tim Brown & Jocelyn Wyatt Illustration by John Hersey flaws in the overall design of the system. Although Shanti can walk to the facility, she can t carry the 5-gallon jerrican that the facility requires her to use. When filled with water, the plastic rectangular container is simply too heavy. The container isn t designed to be held on the hip or the head, where she likes to carry heavy objects. Shanti s husband can t help carry it, either. He works in the city and doesn t return home until after the water treatment center is closed. The treatment center also requires them to buy a monthly punch card for 5 gallons a day, far more than they need. Why would I buy more than I need and waste money? asks Shanti, adding she d be more likely to purchase the Naandi water if the center allowed her to buy less. The community treatment center was designed to produce clean and potable water, and it succeeded very well at doing just that. In fact, it works well for many people living in the community, particularly families with husbands or older sons who own bikes and can visit the treatment Winter 2010 Stanford Social innovation review 31

31 +Acumen HCD Workshop 11 plant during working hours. The designers of the center, however, missed the opportunity to design an even better system because they failed to consider the culture and needs of all of the people living in the community. This missed opportunity, although an obvious omission in hindsight, is all too common. Time and again, initiatives falter because they are not based on the client s or customer s needs and have never been prototyped to solicit feedback. Even when people do go into the field, they may enter with preconceived notions of what the needs and solutions are. This flawed approach remains the norm in both the business and social sectors. As Shanti s situation shows, social challenges require systemic solutions that are grounded in the client s or customer s needs. This is where many approaches founder, but it is where design thinking a new approach to creating solutions excels. Traditionally, designers focused their attention on improving the look and functionality of products. Classic examples of this type of design work are Apple Computer s ipod and Herman Miller s Aeron chair. In recent years designers have broadened their approach, creating entire systems to deliver products and services. Design thinking incorporates constituent or consumer insights in depth and rapid prototyping, all aimed at getting beyond the assumptions that block effective solutions. Design thinking inherently optimistic, constructive, and experiential addresses the needs of the people who will consume a product or service and the infrastructure that enables it. Businesses are embracing design thinking because it helps them be more innovative, better differentiate their brands, and bring their products and services to market faster. Nonprofits are beginning to use design thinking as well to develop better solutions to social problems. Design thinking crosses the traditional boundaries between public, for-profit, and nonprofit sectors. By working closely with the clients and consumers, design thinking allows high-impact solutions to bubble up from below rather than being imposed from the top. Design t hinking at w ork Jerry Sternin, founder of the Positive Deviance Initiative and a professor at Tufts University until he died last year, was skilled at identifying what he called outsider solutions to local problems. His approach to social innovation is a good example of design thinking in action. 1 In 1990, Sternin and his wife, Monique, were working in Vietnam to decrease malnutrition among children in 10,000 villages. At the time, 65 percent of Vietnamese children under age 5 suffered from malnutrition, and most solutions relied on government donations of nutritional supplements. But the supplements never delivered the hoped-for results. 2 As an alternative, the Sternins used an approach called positive deviance, which looks for solutions among individuals and families in the community who are already doing well. 3 Tim Brown is the ceo and president of ideo, a global innovation and design firm. He is author of Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation (HarperBusiness, 2009), a newly published book about how design thinking transforms organizations and inspires innovation. Jocelyn Wyatt leads ideo s Social Innovation group, which works with enterprises, foundations, nongovernmental organizations, and multinationals to build capabilities in design thinking and design innovative offerings that meet the needs of local customers. The Sternins and colleagues from Save the Children surveyed four local Quong Xuong communities in the province of Than Hoa and asked for examples of very, very poor families whose children were healthy. They then observed the food preparation, cooking, and serving behaviors of these six families, called positive deviants, and found a few consistent yet rare behaviors. Parents of well-nourished children collected tiny shrimps, crabs, and snails from rice paddies and added them to the food, along with the greens from sweet potatoes. Although these foods were readily available, they were typically not eaten because they were considered unsafe for children. The positive deviants also fed their children multiple smaller meals, which allowed small stomachs to hold and digest more food each day. The Sternins and the rest of their group worked with the positive deviants to offer cooking classes to the families Design thinkers look for work-arounds and improvise solutions and find ways to incorporate those into the offerings they create. they consider what we call the edges, the places where extreme people live differently, think differently, and consume differently. of children suffering from malnutrition. By the end of the program s first year, 80 percent of the 1,000 children enrolled in the program were adequately nourished. In addition, the effort had been replicated within 14 villages across Vietnam. 4 The Sternins work is a good example of how positive deviance and design thinking relies on local expertise to uncover local solutions. Design thinkers look for work-arounds and improvise solutions like the shrimps, crabs, and snails and they find ways to incorporate those into the offerings they create. They consider what we call the edges, the places where extreme people live differently, think differently, and consume differently. As Monique Sternin, now director of the Positive Deviance Initiative, explains: Both positive deviance and design thinking are human-centered approaches. Their solutions are relevant to a unique cultural context and will not necessarily work outside that specific situation. One program that might have benefited from design thinking is mosquito net distribution in Africa. The nets are well designed and when used are effective at reducing the incidence of malaria. 5 The World Health Organization praised the nets, crediting them with significant drops in malaria deaths in children under age 5: a 51 percent decline in Ethiopia, 34 percent decline in Ghana, and 66 percent decline in Rwanda. 6 The way that the mosquito nets have been distributed, however, has had unintended consequences. In northern Ghana, for instance, nets are provided free to pregnant women and mothers with children under age 5. These women can readily pick up free nets from local public hospitals. For everyone else, however, the nets are difficult to obtain. When we asked a 32 Stanford Social innovation review Winter 2010

32 +Acumen HCD Workshop 12 well-educated Ghanaian named Albert, who had recently contracted malaria, whether he slept under a mosquito net, he told us no there was no place in the city of Tamale to purchase one. Because so many people can obtain free nets, it is not profitable for shop owners to sell them. But hospitals are not equipped to sell additional nets, either. As Albert s experience shows, it s critical that the people designing a program consider not only form and function, but distribution channels as well. One could say that the free nets were never intended for people like Albert that he was simply out of the scope of the project. But that would be missing a huge opportunity. Without considering the whole system, the nets cannot be widely distributed, which makes the eradication of malaria impossible. t he o rigin of Design t hinking ideo was formed in 1991 as a merger between David Kelley Design, which created Apple Computer s first mouse in 1982, and ID Two, which designed the first laptop computer, also in Initially, ideo focused on traditional design work for business, designing products like the Palm V personal digital assistant, Oral-B toothbrushes, and Steelcase chairs. These are the types of objects that are displayed in lifestyle magazines or on pedestals in modern art museums. By 2001, ideo was increasingly being asked to tackle problems that seemed far afield from traditional design. A health care foundation asked us to help restructure its organization, a century-old manufacturing company wanted to better understand its clients, and a university hoped to create alternative learning environments to traditional classrooms. This type of work took IDEO from designing consumer products to designing consumer experiences. To distinguish this new type of design work, we began referring to it as design with a small d. But this phrase never seemed fully satisfactory. David Kelley, also the founder of Stanford University s Hasso Plattner Institute of Design (aka the d.school ), remarked that every time someone asked him about design, he found himself inserting the word thinking to explain what it was that designers do. Eventually, the term design thinking stuck. 7 As an approach, design thinking taps into capacities we all have but that are overlooked by more conventional problem-solving practices. Not only does it focus on creating products and services that are human centered, but the process itself is also deeply human. Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that have emotional meaning as well as being functional, and to express ourselves in media other than words or symbols. Nobody wants to run an organization on feeling, intuition, and inspiration, but an over-reliance on the rational and the analytical can be just as risky. Design thinking, the integrated approach at the core of the design process, provides a third way. The design thinking process is best thought of as a system of overlapping spaces rather than a sequence of orderly steps. There are three spaces to keep in mind: inspiration, ideation, and implementation. Think of inspiration as the problem or opportunity that motivates the search for solutions; ideation as the process of generating, developing, and testing ideas; and implementation as the path that leads from the project stage into people s lives. The reason to call these spaces, rather than steps, is that they are not always undertaken sequentially. Projects may loop back through inspiration, ideation, and implementation more than once as the team refines its ideas and explores new directions. Not surprisingly, design thinking can feel chaotic to those doing it for the first time. But over the life of a project, participants come to see that the process makes sense and achieves results, even though its form differs from the linear, milestone-based processes that organizations typically undertake. i nspiration Although it is true that designers do not always proceed through each of the three spaces in linear fashion, it is generally the case that the design process begins with the inspiration space the problem or opportunity that motivates people to search for solutions. And the classic starting point for the inspiration phase is the brief. The brief is a set of mental constraints that gives the project team a framework from which to begin, benchmarks by which they can measure progress, and a set of objectives to be realized such as price point, available technology, and market segment. But just as a hypothesis is not the same as an algorithm, the brief is not a set of instructions or an attempt to answer the question before it has been posed. Rather, a well-constructed brief allows for serendipity, unpredictability, and the capricious whims of fate the creative realm from which breakthrough ideas emerge. Too abstract and the brief risks leaving the project team wandering; too narrow a set of constraints almost guarantees that the outcome will be incremental and, likely, mediocre. Once the brief has been constructed, it is time for the design team to discover what people s needs are. Traditional ways of doing this, such as focus groups and surveys, rarely yield important insights. In most cases, these techniques simply ask people what they want. Conventional research can be useful in pointing toward incremental improvements, but those don t usually lead to the type of breakthroughs that leave us scratching our heads and wondering why nobody ever thought of that before. Henry Ford understood this when he said, If I d asked my customers what they wanted, they d have said a faster horse. 8 Although people often can t tell us what their needs are, their actual behaviors can provide us with invaluable clues about their range of unmet needs. A better starting point is for designers to go out into the world and observe the actual experiences of smallholder farmers, schoolchildren, and community health workers as they improvise their way through their daily lives. Working with local partners who serve as interpreters and cultural guides is also important, as well as having partners make introductions to communities, helping build credibility quickly and ensuring understanding. Through homestays and shadowing locals at their jobs and in their homes, design thinkers become embedded in the lives of the people they are designing for. Earlier this year, Kara Pecknold, a student at Emily Carr University of Art and Design in Vancouver, British Columbia, took an internship with a women s cooperative in Rwanda. Her task was to develop a Web site to connect rural Rwandan weavers with the world. Pecknold soon discovered that the weavers had little or no access to computers and the Internet. Rather than ask them to maintain a Web site, she reframed the brief, broadening it to ask what services could be provided Winter 2010 Stanford Social innovation review 33

33 to the community to help them improve their livelihoods. Pecknold used various design thinking techniques, drawing partly from her training and partly from ideo s Human Centered Design toolkit, to understand the women s aspirations. (See Toolkit for Design Thinking at right.) Because Pecknold didn t speak the women s language, she asked them to document their lives and aspirations with a camera and draw pictures that expressed what success looked like in their community. Through these activities, the women were able to see for themselves what was important and valuable, rather than having an outsider make those assumptions for them. During the project, Pecknold also provided each participant with the equivalent of a day s wages (500 francs, or roughly $1) to see what each person did with the money. Doing this gave her further insight into the people s lives and aspirations. Meanwhile, the women found that a mere 500 francs a day could be a significant, lifechanging sum. This visualization process helped both Pecknold and the women prioritize their planning for the community. 9 ideation The second space of the design thinking process is ideation. After spending time in the field observing and doing design research, a team goes through a process of synthesis in which they distill what they saw and heard into insights that can lead to solutions or opportunities for change. This approach helps multiply options to create choices and different insights about human behavior. These might be alternative visions of new product offerings, or choices among various ways of creating interactive experiences. By testing competing ideas against one another, the likelihood that the outcome will be bolder and more compelling increases. As Linus Pauling, scientist and two-time Nobel Prize winner, put it, To have a good idea you must first have lots of ideas. 10 Truly innovative ideas challenge the status quo and stand out from the crowd they re creatively disruptive. They provide a wholly new solution to a problem many people didn t know they had. Of course, more choices mean more complexity, which can make life difficult, especially for those whose job it is to control budgets and monitor timelines. The natural tendency of most organizations is to restrict choices in favor of the obvious and the incremental. Although this tendency may be more efficient in the short run, it tends to make an organization conservative and inflexible in the long run. Divergent thinking is the route, not the obstacle, to innovation. To achieve divergent thinking, it is important to have a diverse group of people involved in the process. Multidisciplinary people architects who have studied psychology, artists with MBAs, or engineers with marketing experience often demonstrate this quality. They re people with the capacity and the disposition for collaboration across disciplines. To operate within an interdisciplinary environment, an individual needs to have strengths in two dimensions the T-shaped person. On the vertical axis, every member of the team needs to possess a +Acumen HCD Workshop 13 in 2008, the Bill & Melinda Gates foundation asked ideo to codify the process of design thinking, so that it could be easily used by grassroots nongovernmental organizations working with small farmers in the developing world. a team of ideo designers spent three months working with Heifer international, the international center for research on Women, and international Development Enterprises to understand their processes for designing new products, services, and programs and integrate them with ideo s own processes. the result of this effort was the Human centered Design toolkit, a methodology organizations can use to undertake the design thinking process themselves. the toolkit is available as a free download at T.B. & J.W. toolkit for DESiGn thinking depth of skill that allows him or her to make tangible contributions to the outcome. The top of the T is where the design thinker is made. It s about empathy for people and for disciplines beyond one s own. It tends to be expressed as openness, curiosity, optimism, a tendency toward learning through doing, and experimentation. (These are the same traits that we seek in our new hires at ideo.) Interdisciplinary teams typically move into a structured brainstorming process. Taking one provocative question at a time, the group may generate hundreds of ideas ranging from the absurd to the obvious. Each idea can be written on a Post-it note and shared with the team. Visual representations of concepts are encouraged, as this generally helps others understand complex ideas. One rule during the brainstorming process is to defer judgment. It is important to discourage anyone taking on the often obstructive, non-generative role of devil s advocate, as Tom Kelley explains in his book The Ten Faces of Innovation. 11 Instead, participants are encouraged to come up with as many ideas as possible. This lets the group move into a process of grouping and sorting ideas. Good ideas naturally rise to the top, whereas the bad ones drop off early on. InnoCentive provides a good example of how design thinking can result in hundreds of ideas. InnoCentive has created a Web site that allows people to post solutions to challenges that are defined by InnoCentive members, a mix of nonprofits and companies. More than 175,000 people including scientists, engineers, and designers from around the world have posted solutions. The Rockefeller Foundation has supported 10 social innovation challenges through InnoCentive and reports an 80 percent success rate in delivering effective solutions to the nonprofits posting challenges. 12 The open innovation approach is effective in producing lots of new ideas. The responsibility for filtering through the ideas, field-testing them, iterating, and taking them to market ultimately falls to the implementer. An InnoCentive partnership with the Global Alliance for TB Drug Development sought a theoretical solution to simplify the current TB treatment regimen. The process is a prime example of design thinking contributing to social innovation, explained Dwayne Spradlin, InnoCentive s ceo. With the TB drug development, the winning solver was a scientist by profession, but submitted to the challenge because his mother the sole income provider for the family developed TB when he was 14. She had to stop working, and he took on the responsibility of working and going to school to provide for the family. 34 Stanford Social innovation review Winter 2010

34 +Acumen HCD Workshop 14 Spradlin finds that projects within the InnoCentive community often benefit from such deep and motivating connections. 13 i mplementation The third space of the design thinking process is implementation, when the best ideas generated during ideation are turned into a concrete, fully conceived action plan. At the core of the implementation process is prototyping, turning ideas into actual products and services that are then tested, iterated, and refined. Through prototyping, the design thinking process seeks to uncover unforeseen implementation challenges and unintended consequences in order to have more reliable long-term success. Prototyping is particularly important for products and services destined for the developing world, where the lack of infrastructure, retail chains, communication networks, literacy, and other essential pieces of the system often make it difficult to design new products and services. Prototyping can validate a component of a device, the graphics on a screen, or a detail in the interaction between a blood donor and a Red Cross volunteer. The prototypes at this point may be expensive, complex, and even indistinguishable from the real thing. As the project nears completion and heads toward real-world implementation, prototypes will likely become more complete. After the prototyping process is finished and the ultimate product or service has been created, the design team helps create a communication strategy. Storytelling, particularly through multimedia, helps communicate the solution to a diverse set of stakeholders inside and outside of the organization, particularly across language and cultural barriers. VisionSpring, a low-cost eye care provider in India, provides a good example of how prototyping can be a critical step in implementation. VisionSpring, which had been selling reading glasses to adults, wanted to begin providing comprehensive eye care to children. VisionSpring s design effort included everything other than the design of the glasses, from marketing eye camps through self-help groups to training teachers about the importance of eye care and transporting kids to the local eye care center. Working with VisionSpring, ideo designers prototyped the eyescreening process with a group of 15 children between the ages of 8 and 12. The designers first tried to screen a young girl s vision through traditional tests. Immediately, though, she burst into tears the pressure of the experience was too great and the risk of failure too high. In hopes of diffusing this stressful situation, the designers asked the children s teacher to screen the next student. Again, the child started to cry. The designers then asked the girl to screen her teacher. She took the task very seriously, while her classmates looked on enviously. Finally, the designers had the children screen each other and talk about the process. They loved playing doctor and both respected and complied with the process. By prototyping and creating an implementation plan to pilot and scale the project, ideo was able to design a system for the eye screenings that worked for VisionSpring s practitioners, teachers, and children. As of September 2009, VisionSpring had conducted in India 10 eye camps for children, screened 3,000 children, transported 202 children to the local eye hospital, and provided glasses for the 69 children who needed them. Screening and providing glasses to kids presents many unique problems, so we turned to design thinking to provide us with an appropriate structure to develop the most appropriate marketing and distribution strategy, explained Peter Eliassen, vice president of sales and operations at VisionSpring. Eliassen added that prototyping let VisionSpring focus on the approaches that put children at ease during the screening process. Now that we have become a design thinking organization, we continue to use prototypes to assess the feedback and viability of new market approaches from our most important customers: our vision entrepreneurs [or salespeople] and end consumers. 14 s ystemic p roblems n eed s ystemic s olutions Many social enterprises already intuitively use some aspects of design thinking, but most stop short of embracing the approach as a way to move beyond today s conventional problem solving. Certainly, there are impediments to adopting design thinking in an organization. Perhaps the approach isn t embraced by the entire organization. Or maybe the organization resists taking a human-centered approach and fails to balance the perspectives of users, technology, and organizations. One of the biggest impediments to adopting design thinking is simply fear of failure. The notion that there is nothing wrong with experimentation or failure, as long as they happen early and act as a source of learning, can be difficult to accept. But a vibrant design thinking culture will encourage prototyping quick, cheap, and dirty as part of the creative process and not just as a way of validating finished ideas. As Yasmina Zaidman, director of knowledge and communications at Acumen Fund, put it, The businesses we invest in require constant creativity and problem solving, so design thinking is a real success factor for serving the base of the economic pyramid. Design thinking can lead to hundreds of ideas and, ultimately, realworld solutions that create better outcomes for organizations and the people they serve. n Notes 1 In Memoriam: Jerry Sternin, Positive Deviance Initiative. 2 Nutrition in Viet Nam, Positive Deviance Initiative. 3 What Is Positive Deviance? Positive Deviance Initiative. 4 The Viet Nam Story: Narrated by Jerry Sternin, Positive Deviance Initiative. 5 Kevin Starr, Go Big or Go Home, Stanford Social Innovation Review, fall J.R. Minkel, Net Benefits: Bed Netting, Drugs Stem Malaria Deaths: Proactive African Countries See Fewer Children Felled by the Mosquito-Borne Disease, Scientific American, February 4, Tim Brown, Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation, New York: HarperBusiness, Tim Brown, Change by Design. 9 Jocelyn Wyatt, correspondence with Kara Pecknold, September 23, Linus Pauling, Barclay Kamb, Linda Pauling Kamb, et al., Linus Pauling: Selected Scientific Papers, Volume II Biomolecular Sciences, London: World Scientific Publishing, Tom Kelley and Jonathan Littman, The Ten Faces of Innovation: IDEO s Strategies for Defeating the Devil s Advocate and Driving Creativity Throughout Your Organization, New York: Random House, Accelerating Innovation for Development: The Rockefeller Foundation and Inno- Centive Renew Partnership Linking Nonprofit Organizations to World-Class Scientific Thinkers, Rockefeller Foundation, June 23, Jocelyn Wyatt, correspondence with Dwayne Spradlin, September 18, Jocelyn Wyatt, correspondence with Peter Eliassen, August 10, Winter 2010 Stanford Social innovation review 35

35 +Acumen HCD Workshop 15 Readings 03 case Study: Clean Team

36 +Acumen HCD Workshop 16 Clean team a human-centered approach to one of the world's toughest challenges Unilever, a multinational maker of consumer products, and Water and Sanitation for the Urban Poor (WSUP), a nonprofit working to improve access to safe, affordable water and sanitation, were looking for a suitable toilet and waste collection service to provide a complete in-home sanitation solution. They engaged IDEO.org to help them determine the best approach for developing the new products and services. Some 1 billion city dwellers worldwide lack adequate sanitation facilities in their homes. In Kumasi, Ghana, a city of 2.5 million people, less than 20 percent of the population has in-home sanitation. Many people walk long distances to public toilets; others resort to flying toilets (plastic bags tossed outside after use). The IDEO.org team started by spending time with families in Kumasi to learn about their sanitation needs and aspirations. IDEO.org team member, Danny Alexander recalls, The hardest but most fascinating part of working in sanitation is the taboo surrounding the subject. Often it's impossible to ask questions directly, and instead we had to be creative, asking questions about peoples' neighbors, friends, etc. The team also relied on humancentred design tools like inspiration cards and shadowing to gain insights. During the ideate phase of the process, it was necessary to model not only what the physical product might look like, but what different service models might look like from a logistics and business perspective. The IDEO.org design team returned to Kumasi to test four toilet prototypes. One of our concepts going into prototyping was a water-

37 +Acumen HCD Workshop 17 flush toilet, similar to a high-end camping toilet. It had been the clear favorite in the drawings we shared earlier in the process. When we brought prototypes to the field, though, we realized very quickly that waterflush toilets would do more harm than good. After leaving water-flush and non-flush toilet prototypes in user s homes for a few nights, the team returned to check on the toilets. All the water-flush toilets had overflowed what a disaster! Between that, the complexity of use, the lower capacity of the tank, and the need to use expensive water to flush their waste, users of water-flush toilets unanimously rejected them. Everyone wanted the simplicity of non-flush toilets. Had we not physically tested the toilet prototypes with users, though, we would have thought water-flush toilets were the answer! When a clear winner emerged the Uniloo toilet an initial pilot trial was conducted with approximately 60 households in The pilot showed that low-income householders in Kumasi liked the Uniloo toilets and were willing and able to pay for the service, which is much less expensive than the cost for public toilet use for a family of five. By the end of 2012, Clean Team was servicing 106 households and had begun production of 1,000 new Uniloo toilets. In January 2013, a container load of 384 Uniloo toilets arrived in Kumasi. Clean Team aims to service 1,000 households in 2013 and 10,000 households by Danny reflects on one of the unexpected challenges of taking the human-centered design process to Kumasi: Even though we had the buy-in of some local community members, we felt unwelcome at times. And it wasn't until we were introduced to and received the blessing of a local chief, that we were able to truly integrate ourselves in the community. We learned then the importance of the local chiefdoms in Ghana. If you re curious to learn more about the Clean Team project, you can read about it on the IDEO.org website: and you can download WSUP's Practice Note, "Clean Team, a Human-Centered Approach to Sanitation; Initial Trials in Ghana", published November 2011: You can also visit:

38 Above An illustration of the Clean Team experience model quickly explains how the service works and highlights key elements of the service model. +Acumen HCD Workshop 18

39 +Acumen HCD Workshop 19 Readings 04 optional Articles & Videos Read Human-Centered Design in Action IDEO.org and the Community Action Project (CAP) worked together to design new offerings in support of CAP s mission to break the cycle of intergenerational poverty in Tulsa, Oklahoma. Learn more: IDEO.org designed a scalable business in Kenya selling water alongside hygiene and nutrition products. Learn more: Watch IDEO CEO Tim Brown s TED Talk Download HCD Toolkit p The Stanford d.school Bootcamp Bootleg

40 +Acumen HCD Workshop 1 2Discover Workshop Guide THE Design process discover ideate prototype

41 +Acumen HCD Workshop 2 Table of contents An important note about Week 2 Discover research During your Week 2 Workshop, you will be conducting human-centered design research in the community. As your team completes Activities below, you will begin to understand how long Activity 06 "Conduct your Research" might take. Your group should build agreements around how to complete your research before moving on to the Week 3 Ideate stage. We highly recommend that you take more than 2 hours to get out in the community and conduct your research. Weekly Leader's Guide Before the Workshop Agenda & Materials Activities & Discussions 01 Questions, Comments & Takeaways 02 Choose Your Design Challenge 03 Team Knowledge & Assumptions 04 Plan Your Research 05 Build a Question Guide 06 Conduct Your Research homework 07 Prepare for Week 3

42 +Acumen HCD Workshop 3 Weekly Leader's Guide Before the Week 2 workshop CONFIRM that you have a meeting space. PLAN (if possible) to hold the workshop on a weekend and during the daytime. You'll be starting your Discover research during the Week 2 workshop and completing it during the week. As such, it may be easier to schedule a full day of research on the day of your workshop. Alternatively, it might make more sense for your team to conduct a few interviews or observations here and there throughout the week. It is important that your team build agreements around how much research you plan to complete and who will execute each research task before you dive into the Week 3 Ideate phase. As the Weekly Leader you should drive this conversation and make sure people are aware of and comfortable with their assignments before you conclude the Week 2 Workshop. PRINT this Week 2 Workshop Guide. To save paper, it is not required to print the readings. COORDINaTE with your team to bring supplies for the Week 2 workshop activities. A notebook, pens, felt markers, Post-it Notes (or their equivalent), a camera (cellphone cameras are fine) and the printed Week 2 Workshop Guide should be sufficient. LEAD the workshop. This Guide will walk you through facilitating the activities, discussions and assignments for Week 2. You will also want to keep time so that your group makes it through Activities with plenty of time to get started on your Discover research.

43 +Acumen HCD Workshop 4 Weekly Leader's Guide Agenda 01 Questions, Comments & Takeaways 10 minutes 02 Choose your design challenge 15 minutes 03 Team Knowledge & Assumptions 10 minutes 04 Plan your research 15 minutes 05 Build a question guide 15 minutes Break 5 minutes 06 Conduct your research To be determined by your team 07 Homework: Prepare for Week 3 5 minutes Materials needed A notebook (or blank paper), pens, felt markers, Post-it Notes (or their equivalent), printed Week 2 Workshop guide, and a camera (cellphone cameras are great) Weekly Leader's note If your team does not come back together after you've begun conducting your research as part of Activity 06, please make sure the group takes a few minutes to discuss Activity 07 "Homework: Prepare for Week 3" before departing.

44 Activity +Acumen HCD Workshop 5 01 Questions, comments & Takeaways 10 minutes Congratulations! You've completed Week 1 which introduced you to the human-centered design process. You've also read more in depth about the first phase of the design process in the Week 2 Discover Readings. This Activity 01 is a way for you to reflect on what you've learned, or help clarify questions you might have. Take a few minutes to reflect on the questions below. Then discuss what you are most excited about or interested in with your group. - Did you see something inspiring another team did on the Google+ Community from Week 1? Would you like to share it with the group? - What were your big takeaways about the Week 2 Discover Readings? Do you have questions? - What discover research methods are you excited to try? Why?

45 Activity 02 Choose your Design Challenge 15 minutes Page 1 of 4 +Acumen HCD Workshop 6 The best way to learn human-centered design is by doing it. So let's get started! After your team has read the instructions listed below, together you will choose ONE design challenge to tackle over the next three weeks of this course (Weeks 2,3 & 4). an important note about the structure of this course We understand that many teams taking this course have their own design challenges to which they would like to apply the human-centered design process. However, we've structured the next three weeks of this course around the three design challenges below because it is important for your team to have an opportunity to practice the process together and learn from other groups who are working on the same challenges around the world. We encourage each design team to push themselves to discover new solutions to one of the challenges below that are appropriate for your context, and then share these solutions with the broader community taking the course via the Google+ course page. During Week 5 of this course, your design team will have the opportunity to take what you've learned during Weeks 1 4 and scope a new design challenge aligned with your personal interests and passions. Follow these instructions in order to choose your design challenge Individually read through and rate each design challenge The following pages describe three different design challenges. Read through each challenge and then rate it based upon the criteria listed below the challenge description. Add up the score you've given to each challenge and write that score in the box provided. The design challenge that you've given the highest score may help you align quickly around the challenge you would like to pursue. However, this score does not have to determine how you select your challenge. The score you give each challenge is merely a jumping off point for your team to discuss and decide. As a group review the scores given to each challenge Compare the scores that the members of your team have given to each challenge. Which challenge resonates most with people? Where did you agree and where did you not agree? Be sure to ask each other questions about why you rated each challenge a particular way and discover what previous experience people have with the challenge subject. Remember, it's often most effective to learn the human-centered design process via a design challenge that you don't know very much about. This allows you to use your beginner's mind, as opposed to relying too much on your previous conceptions or knowledge about a topic. Select one design challenge Collaboration and teamwork are critical to the human-centered design process. For some teams, this decision will be easy. For others, it might be incredibly difficult. Use this exercise as a chance to begin to understand the personalities and work styles in your group. How will you hear each other out? What is the best way to express your opinions? Is it easy to see what each person naturally excels at? How will you nurture your own talents and highlight those of your peers throughout this course? Most importantly, how will you reach consensus?

46 Activity 02 Choose your Design Challenge 15 minutes Page 2 of 4 +Acumen HCD Workshop 7 Challenge 1 How might we encourage low-income families to save a little more each week? Access to savings helps to protect against economic volatility caused by events like sickness, job instability, and natural disaster. The act of saving can take on many forms, such as cash savings, investments in assets like a home or a cow, or even building social capital within the community. Personal saving can also take on many structures, both informal and formal. Some examples might include: a savings account with a bank, a mobile money account attached to a cellphone, or an informal savings group organized by mothers in the community. As part of this design challenge, you'll work with your team to design new ways to help low-income families save a little more money each week. Rate the design challenge, then add up your score Least Most Instinctively, how excited are you about this design challenge? What potential for impact in your community does this design challenge have? How feasible is it to tackle this challenge over the next 3 weeks of the course? Total =

47 Activity 02 Choose your Design Challenge 15 minutes Page 3 of 4 +Acumen HCD Workshop 8 Read the below 2 How might we provide healthier food options for people in need of them? In many neighborhoods, there is little infrastructure for the distribution and preservation of food. Food is often spoiled or lost during distribution. In other places, healthy food options are simply unavailable or community members lack the knowledge to make healthy food choices. Another constraint is access to capital, both for small businesses providing healthy food and potential customers. As part of this design challenge, you and your team will design solutions for providing healthier food options, which might include providing people with better choices about the food they eat, the skills to cook healthier food, or the knowledge to make healthier food choices. Rate the design challenge, then add up your score Least Most Instinctively, how excited are you about this design challenge? What potential for impact in your community does this design challenge have? How feasible is it to tackle this challenge over the next 3 weeks of the course? Total =

48 Activity 02 Choose your Design Challenge 15 minutes Page 4 of 4 +Acumen HCD Workshop 9 Read the below 3 How might we enable more young people to become social entrepreneurs? While more and more youth are interested in social entrepreneurship as a means for tackling some of the world s toughest challenges, many aspiring social entrepreneurs fail to move beyond the initial idea phase because the infrastructure to support them is lacking. Some young social entrepreneurs are unable to overcome the status quo or family and friends expectations. Others are unable to gain access to networks or mentors that could provide the knowledge and experience to confront major decisions, or help them build resilience in the face of setbacks. As part of this design challenge, you ll work with your team to design new systems or strengthen existing programs that cultivate and support social entrepreneurship as a viable career path. Rate the design challenge, then add up your score Least Most Instinctively, how excited are you about this design challenge? What potential for impact in your community does this design challenge have? How feasible is it to tackle this challenge over the next 3 weeks of the course? Total =

49 Activity +Acumen HCD Workshop team knowledge & assumptions 10 minutes Now that you've selected a design challenge, it's time to figure out what you already know (or believe you know) about the challenge. Share what you know and what you would like to know more about Take five minutes to answer the questions below yourself and then five minutes to discuss your answers with your team. If it's helpful, use Post-it notes to organize your thoughts and look for patterns or overlaps in your team's knowledge base. What are the aspects of the challenge that you already know a lot about? What are your assumptions? Examples - Many low-income families don't have bank accounts. - I know for a fact that it's impossibe to purchase fresh fruit in my neighborhood. Where are the aspects of the design challenge where you need to learn more? What don't you know? Examples - Do people who need healthier food options want to eat healthier? - I don't know the informal savings habits that are already occurring in the community.

50 Activity 04 Plan Your Research 15 minutes Page 1 of 2 +Acumen HCD Workshop 11 The Discover phase requires you to get out there and learn from people in your community. To make the most of your time in the field, you ll want to plan who you speak with, where you visit, and the types of Discover research that your team will conduct. A full review of these methods can be found on p of the Week 2 Discover readings. Review the Discover Research Methods 1 People Who will you be designing for? Consider both the core audience and the extended community. Imagine a map of all the people who might have something to do with your design challenge. Think of characteristics that would make them interesting to meet. Also consider speaking with users who represent extreme (as opposed to mainstream) viewpoints. 2 Experts Who are the inspiring researchers or organizations in the space of your design challenge? Successful members of the target population can also be great experts. A telephone or Skype call with experts who aren't local often works very well. 3 Immerse Yourself in Context With a curious mindset, inspiration and new perspectives can be found in many places and without much preparation. Sharpen your skills and get started observing the world around you. Plan your observations by choosing places where you can have experiences that are relevant to your challenge. 4 Analagous Settings What are the activities, emotions, and behaviors that make up the experience of your challenge? Now select similar scenarios that you would like to observe in places and situations that are different than your design challenge

51 Activity 04 Plan Your Research +Acumen HCD Workshop 12 Page 2 of 2 Plan who to talk to and where you'll go Now it's your turn. Work with your design team to write down potential people to speak with and places to visit as part of your Discover research this week. Remember to choose some research targets that will be feasible to accomplish during the second half of this week's workshop Community Members to Visit 2 Experts to Speak With 3 In-Context Immersion Locations 4 Analogous Research Locations

52 Activity 05 build a question guide 15 minutes +Acumen HCD Workshop 13 Now it's time to create a question guide to prepare for your interviews. Make sure to refer back to p of the Week 2 Readings as you conduct this activity. It's best to create your question guide in teams of 2 or 3 people. You'll likely need more space than this worksheet, so feel free to use your notebook to write down additional questions. Make sure to collect basic demographic information first, then start to build questions following the structure below. Start specific What are some specific questions you can ask to open the conversation and help people feel comfortable? Examples - What did you and your family eat yesterday? - Describe your last family meal? Who was there? Where did it take place? - Do you have any specific mealtime rituals in your family? Then go broad What are some questions that can help you start to understand this person s hopes, fears and ambitions? Examples - Draw your dream grocery aisle. What would be on the shelves, in the coolers? - Describe your favorite meal, what do you love about it? - Imagine you can only eat one meal everyday. What would it be and why? research TIP To cover the most important topics, try to ask questions that will allow you to learn details related to each of these key categories: Personal details: who are you meeting and what are their demographics (profession, age, location, etc)? Motivations: what do people care about the most? What motivates them? Frustrations: what frustrates him/her? What needs do they have that aren't being met? Interactions: what is interesting about the way he/she interacts with his/her environment?

53 Activity +Acumen HCD Workshop conduct your Research There is no set time for this activity. Spend as much time as you can this week. Page 1 of 5 Now it's time to start your research. Conducting thorough research is extremely important because your activities this week will fuel the next two phases of the human-centered design process. Getting the Most out of Research Agree on the length of your research Before you start your Discover research, spend a few minutes to build agreements around how much time you will spend researching and who will complete each task before moving on to the Week 3 Ideate stage. We highly recommend that you take more than 2 hours to complete all of your research this week. But we also understand that you have busy lives outside of this course. So try to strike a good balance. Divide into research teams If your group is 2 or 3 people, you should conduct research as a full team. If your group is 4-6 people, divide into 2 research teams. Select locations to visit Choose where to go and who you can talk to over the next couple of hours and then throughout the week. You should also think about scheduling expert interviews via Skype, phone calls, or via in-person meetings. Select roles As part of your field research, you'll designate one person to lead the conversation. This person should not be the note taker. Select someone else to take notes during the interview. If there is a third member of your interview team, they can focus on observing your interview subject and the surrounding environment. It's often best to build trust with your interview subject before asking to take their photo. Each member of the team should practice different roles. Do quick debriefs Don't forget to take a few minutes after each interview or field visit to debrief with your teammates and start capturing what you learned. You can do this debrief virtually anywhere (on the sidewalk, in a car, or while riding on the bus). If your research team doesn't plan to return to the workshop venue after you've completed today's research, take a few minutes to review the Activity 07 Prepare for Week 3 Homework materials with your team on p.19. Research reminder The team should try to cover as many of the Discover Research Methods as possible. For a full review of these methods see p in the Week 2 Discover Readings People 2 Experts 3 Immerse yourself in Context 4 Analogous Settings

54 Activity 06 conduct your Research There is no set time for this activity. Spend as much time as you can this week. Page 2 of 5 +Acumen HCD Workshop 15 Interview community members Remember to reference the question guide you created. Depending on who you are talking to, you will want to tailor your questions to address this person specifically. Remember to try and interview extreme users as well. You can take notes below if you like or use your own notebook:

55 Activity 06 conduct your Research There is no set time for this activity. Spend as much time as you can this week. Page 3 of 5 +Acumen HCD Workshop 16 Interview Experts Remember to reference the question guide you created. Depending on who you are talking to, you will want to tailor your questions to address this person specifically. Remember, for experts, it's also okay to communicate via telephone or Skype if they aren't readily available in person. You can take notes below if you like or use your own notebook:

56 Activity 06 conduct your Research There is no set time for this activity. Spend as much time as you can this week. Page 4 of 5 +Acumen HCD Workshop 17 Immerse yourself in context Visit places, organizations and institutions that you can gather inspiration from. Plan your observations by choosing places where you can have experiences that are relevant to your challenge. Take notes and photos. Capture interesting quotes by talking to people that spend time in these spaces. What do they love? What is frustrating? Draw sketches, plans and layouts. You can take notes below if you like or use your own notebook:

57 Activity 06 conduct your Research There is no set time for this activity. Spend as much time as you can this week. Page 5 of 5 +Acumen HCD Workshop 18 Conduct analogous research Visit places and situations that are different than your design challenge. These places should approach an angle of your problem in a unique way. What could you learn from an amusment park about engaging experiences that you could apply to the fruit aisle at a grocery store or waiting in line at a bank to open a new savings account? You can take notes below if you like or use your own notebook:

58 homework 07 preparing for week 3 5 minutes +Acumen HCD Workshop 19 CHOOSE the Weekly Leader for next week. coordinate with your team to bring supplies for the Week 3 workshop. Post-it Notes or scrap paper and tape, felt pens or Sharpies, blank sheets of paper (notebook size or larger) should be sufficient. Don't forget to bring your notes from this week's Discover research to class next week. CONFIRM location & time for Week 3 workshop. FINISH conducting your Week 2 Discover research. Make sure you and your team have established a plan for gathering all the information you would like to collect before moving on to Week 3. Share your progress, pictures and comments on the Google+ Community under your respective Design Challenge discussion categories. By sharing your learnings and insights on this platform, people all over the world can better understand how each design challenge varies depending on context. You can also get inspiration from each other's projects. READ Week 3 Readings in advance of the Week 3 workshop.

59 +ACUMEN 1 2DISCOVER THE DESIGN PROCESS DISCOVER IDEATE PROTOTYPE

60 +ACUMEN 2 TABLE OF CONTENTS WORKSHOP PREPARATION Prepare for your Week 2 Workshop READINGS 01 Human-Centered Design Phase 1: Discover 02 Case Study: Jacaranda Health 03 IDEO.org Stories from the Field: A Human-Centered Approach to Cookstoves Early Learning with the Bezos Family Foundation 04 Optional Readings and Videos

61 +ACUMEN 3 WORKSHOP PREPARATION For Week 2 Discover Workshop CHOOSE a Weekly Leader. COORDINATE with your team to gather supplies for the Week 2 Workshop. Here's what you'll need: notebook, pens, felt markers, Post-it Notes (or their equivalent), a camera (cellphone cameras are fine). READ required Week 2 Readings. SCAN the Human-Centered Design for Social Innovation Google+ community page. Spend a few minutes getting inspired by or getting to know other design teams around the world. WRITE DOWN 3 interesting takeaways you would like to discuss with your team related to the Week 2 Discover readings or the Google+ community page. It could be a quick summary of what you read, connections you made regarding your prior knowledge, or inspiration from another design team. BRING printed Week 2 Workshop Guide. REMEMBER to hold the Week 2 Workshop on the weekend if possible, to best facilitate your research activity. We ask you to do this because preparing for and actually conducting the research will probably take you longer than 2 hours.

62 +ACUMEN 4 READINGS 01 Human-Centered Design Phase 1: Discover

63 +ACUMEN 5 THE DESIGN PROCESS DISCOVER The Discover phase builds a solid foundation for your ideas. Creating meaningful solutions begins with gaining a deep understanding of the needs of various stakeholders in your community. The Discover phase is about being open to new opportunities and getting inspired to create innovative ideas. With the right preparation, this experience can be eye-opening and will give you a great understanding of your design challenge going forward.

64 +ACUMEN 6 WEEK 2 DISCOVER STEP 1 CHOOSE YOUR DESIGN CHALLENGE As part of this course, you will be selecting one of three design challenges. You'll spend time with your team to select the design challenge that you wish to tackle and then create a common understanding of what you are working toward. THIS GETS YOU An overview of the team s knowledge and its open questions. KEEP IN MIND Remember to stay open to new information, try to discover what you don t already know. Collect thoughts As a team, your first step will be to talk about the design challenge you choose to work on. You'll collect and write down thoughts about your challenge. Your team will discuss how you can refine the challenge if it feels too broad, or too specific. Review constraints or barriers Your team will review a list of constraints or barriers that might prevent you from tackling the design challenge. You'll also brainstorm solutions for overcoming or working around these barriers. Review what you already know Chances are good that members of your team will have some knowledge about the design challenge you choose. It will be important for your team to share what you already know, so you can build upon it and then focus on discovering what you don t yet know. Define what you don t know You'll also want to write down and share what you don t know or don't yet understand about the challenge. And remember, an important part of human-centered design is embracing your beginner's mind. It's not a bad thing if there are aspects of the design challenge that you don't yet grasp.

65 +ACUMEN 7 STEP 2 PLAN YOUR RESEARCH METHODS Inspiration is the fuel for your ideas. During the Discover phase you'll want to plan activities to learn from multiple peoples perspectives and explore unfamiliar contexts. Methods Overview As part of this course, we've selected four categories of research for you to explore with your team. Here are some examples of these categories of human-centered design research in action: 1. Learn From Individuals in Your Community A team in Kenya is gathering information from vegetable sellers at a local market as they design solutions improving urban food security in Nairobi. The team was able to talk to many different sellers, buyers and distributors as part of a single visit to the market. 2. Learn From Experts, near and far A team talks with a child development expert via Skype in order to better understand appropriate uses of technology for young children in schools. Using video conferencing tools that make connecting with experts, especially those who may be outside of your immediate area, is a great way to get smart quickly. 3. Immerse yourself in context A team designing new ways to improve clean cookstove usage in Tanzania spent an entire Saturday with a local family cooking the afternoon meal. This exercise allowed them to empathize more deeply with cookstove users and experience the challenges and benefits of cooking on charcoal firsthand Seek Inspiration In Analogous Settings A team spent time observing NASCAR pitcrews changing tires, working as a unit, and making sure the car and the driver were safe in order to spark ideas around better practices at operating rooms in hospitals.

66 +ACUMEN 8 1. Learn From People THIS GETS YOU An in-depth insight into people's needs and motivations. Spending time with people on their own allows you to deeply engage with and learn from them. You will want to guide the conversation to gain a rich understanding of their thoughts and behaviors. KEEP IN MIND Field research activities are an opportunity to take a new perspective. Treat your conversation partner as an expert. Try not to make participants feel that you are more knowledgeable than they are, particularly when you are speaking with children. Brainstorm interesting people to meet Imagine a map of all the people who might have something to do with your design challenge. Think of characteristics that would make them interesting to meet. As a team, you'll choose who you want to learn from and plan how to get in contact with them. Think of extremes Consider meeting people who represent "extreme" perspectives: people who are either completely familiar with your topic, or don t have anything to do with it at all. Extreme participants will help you understand unarticulated behaviors, desires, and needs in a way that is often more obvious and easier to see than in mainstream members of the community. Plan the interaction and logistics Think about what exactly you want to do with each participant. Where do you want to meet them? How much time will you spend with them? Is there an activity you can do together to enrich the conversation? What will you ask them to show you? Invite participants You'll need to connect with the people you want to interview. Don t be afraid to tap into your personal networks: people are generally happy to share what they know, particularly if you tell them that you are learning a new design process for creating positive social change in the community. Create a trusted atmosphere Start the conversation on a casual note. Talk about a subject that is unrelated to your research first to make the interviewee feel comfortable. Be considerate of the space you are in and make sure you have the appropriate level of privacy. Pay attention to the environment Try to meet in the person's context in their home, office or workplace. During the conversation, keep your eyes open for what s around. Ask about objects or spaces you find interesting, and try to get a tour of the environment. Take photographs to help remember who you talked to and what you saw. Once we get to Week 3, photographs you've taken duirng your interviews will make your research more visual, meaningful, and easier to navigate. You should ask people if it's OK to take photographs of them and their surroundings. Capture your immediate observations During your interview, take a lot of quick notes in the voice of participants. We find that notetaking rather than recording makes the next step in the design process go more quickly. Try to capture your observations in the moment. It's important to capture direct quotes as people say them rather than interpreting what they are saying. This helps you build empathy and connect with them on a deeper level even after the interview is over. Later, when you discuss your learnings with your design team, you'll have a chance to interpret what you think people meant. EXAMPLE On the left, a team conducts an interview about cookstove usage with two Tanzanian women. On the right, the team invited a group of young social entrepeneurs to a group interview and chatted over snacks, before starting the interview. This helped the setting feel more relaxed and comfortable.

67 +ACUMEN 9 THIS GETS YOU Access to in-depth knowledge in a certain area of expertise. KEEP IN MIND Find the balance between using experts to get a good understanding of the current situation and preserving space to think beyond the existing models. 2. Learn From Experts Experts can provide in-depth information about a topic and can be especially helpful when you need to learn a large amount of information in a short amount of time. Choose the participants You will want to choose experts based on your objective: are you looking to learn about their field of study? Would you like someone s opinion on your topic who has rich knowledge of its context? Are you looking for someone with a radical opinion? Set up for a productive conversation Carefully plan how you want the conversation to flow. Consider asking the expert to actively help you work on an early concept. Remember, remote interviews with experts via Skype or a similar means of communication can work quite well. THIS GETS YOU Skills for learning from what s around you. KEEP IN MIND Approach your observation with an open mind and imagine this as the first time you have gone through this experience. Look for details you may have overlooked before. 3. Immerse Yourself In Context With a curious mindset, inspiration and new perspectives can be found in many places and without much preparation. Sharpen your skills and get started observing the world around you. Plan your observations Choose a place where you can have an experience that is relevant to your challenge. For example, if you are looking for new ideas on ways to provide healthier food options for people in need of them, visit a low-cost cafeteria or restaurant during the lunchtime rush and wait in line, order a meal, and observe the restaurant or cafeteria as you eat. Think of certain aspects of your experience you want to capture, such as: Explore and take notes Try to blend in during your observation. Find a spot that s out of the way. Take notes and photos. Capture interesting quotes. Draw sketches, plans and layouts. Capture what you have seen Immediately after your observation, take some time to capture the things you found most interesting, and write them on Post-it Notes or in your notebook so you will be able to reorganize them later.» What emotions do you experience (surprises, frustrations, motivations, decision making factors), and why?» What unexpected challenges did you face? EXAMPLE A team, trying to redesign the library at a low-income school in their community spent time in libraries, bookshops and other public spaces to understand the dynamics between different users of each space and what encouraged people to contiually engage with the environment over time.

68 +ACUMEN 10 THIS GETS YOU A new perspective on the challenge you're working on, inspiration and energy. KEEP IN MIND Explore with an open mind, even if you do not immediately understand how to apply your experiences. After you return, spend time relating what you found interesting to the challenge you are working on. 4. Seek Inspiration In Analogous Settings Looking for inspiration in a different context outside of the social sector world opens your mind and can help to find a fresh perspective. Dare to go out of your comfort zone and explore. Try thinking of analogies that connect with your challenge Are there activities, emotions, and behaviors that make up the experience of your challenge? As a team, you'll select similar scenarios that you would like to observe in places and situations that are different than your design challenge. For example, if you are looking to re-envision the experience of waiting in line at a local bank for a person opening their first savings account, consider observing the lobby of a busy yet elegant hotel. Make arrangements for your activities Plan the logistics of your activities if you need to talk with and learn from people while you are in these settings. For example, if you are going to a hotel for inspiration you may need to talk with a manager before you begin photographing layouts or staff and explain the purpose of your visit. Absorb the experience During your visit, first observe peoples activities and their environments. Then, when appropriate, ask questions about what you have noticed. EXAMPLE A team redesigning the library at a low-income school in their community went to the Apple store to gather inspiration. They observed the ways in which the in-store experience introduced customers to new products as well as how the store's layout allowed customers to navigate the space and easily find what they were looking for. The team was inspired by the visit and brought the in-store experience at Apple into their final design solution for the school's library.

69 +ACUMEN 11 STEP 3 BUILD YOUR QUESTION GUIDE Having a good conversation with a stranger is not always easy. When speaking with research participants, you have to both build trust and help them feel comfortable while collecting relevant information. You will work with your workshop team to carefully prepare for your conversations in order to manage this delicate balance. Identify topics As a team, you'll identify themes you want to learn about in your conversations with research participants. What do you need to learn about your challenge? What are you hoping to understand about people s motivations and frustrations? What do you want to learn about their activities? Is the role they play in their network of importance? Organize your questions You will organize your questions using the following structure:» Gather basic demographics first. Ask people their age, what they do for a living, if they have children etc.» Then get specific: begin with questions your participants are comfortable answering. For example, if you are designing new savings products, you might ask people to make a list of all of the things they purchased yesterday.» Go broad: ask more profound questions about hopes, fears and ambitions. It's best if these questions are open-ended, but relate subtly back to your design challenge. For example, you might ask someone to draw the five big things they're saving money for over the next ten years and how they fit into their life goals. Word questions strategically Frame questions in an open-ended way. This helps you to further explore your challenge and interesting themes you picked up on during the conversations in more depth. Try things like:» Tell me about an experience...» What are the best/worst parts about?» Can you help me understand more about? Create a question guide You will create a question guide that is highly readable so you can glance at it quickly during your conversation. Build tangible conversation starters It can be helpful to share early ideas or concepts in your conversation, particularly when you are working on an abstract challenge. You can create a sketch, build a simple cardboard representation or describe a scenario that your participants can respond to. These are often called sacrificial concepts. Confirm your plans You should confirm date, time and location for your research activities. Agree on logistics, including transportation, with your team. Can you conduct your research during the Week 2 Workshop? Consider scheduling Week 2 on a weekend so that your team has more time to talk with and meet people. We encourage you to take as much time as you need for the research activities. Don't feel like you must complete Week 2 within the alotted workshop time. Assign roles As part of your field research, you'll designate one person to lead the conversation and a different person to take notes. Remember to encourage them to write down direct quotes and capture the details we've outlined on p.13. The team should also select someone to photograph your interview subject and the surrounding environment. Make sure you ask permission before taking any photos. It's often best to build trust with your interview subject before asking to take photos, so you may want to leave this until you've finished the interview. Encourage people to tell you their whole story and avoid yes/no questions.

70 +ACUMEN 12 Research Tips Use the following research tips to draw out interesting stories and track what s important. Establish trust with participants. Practice creating an atmosphere in which people feel comfortable enough to open up.» Listen patiently. Do not interrupt, and allow for pauses to give participants time to think.» Use non-verbal gestures, such as eye contact, nodding, and smiling, to reassure participants you are engaged and interested in what they are saying. Get the most out of your interactions. Encourage people to reveal what really matters to them.» Ask participants to show you the object or space they are talking about.» Have participants draw what they are talking about.» Try asking why? in response to consecutive answers. Know what to look for. Look for indications that reveal what people care about and keep in mind, that they may contradict themselves. What people "say" is often different than what they actually "do".» Look for cues in the things that people surround themselves with or the way they carry themselves.» Notice workarounds and adaptations people have made to make a system or tool serve their needs better.» Explore things that prompt certain behaviors, for example, what needs do the images below reveal? Capture what you see. Take lots of notes and photos of what you see, hear, feel, smell and taste during a field visit. Capture direct quotes whenever possible. Write down your immediate thoughts without worrying about an interpretation. People often create clever workarounds that lead us to great design solutions

71 +ACUMEN 13 STEP 4 CAPTURE YOUR LEARNINGS When you step out of an interview or an observation, it s easy to feel overwhelmed by the amount of information you have taken in. You'll want to use a few minutes immediately after the session to start capturing what you learn. Find a space and time Plan extra time so that you can share your thoughts and impressions right after your interview or observation with your teammates. This may often happen in a coffee shop or while in transit. Share your impressions With your team, share the things you found most interesting. Do not worry about interpreting these stories yet. Listen to each others recollections of the observation. Compare experiences and impressions. Document your thoughts Capture your observations in a notebook or on Post-it Notes. Writing them on Post-it Notes will make them easier to reorganize them later. Illustrate your thoughts with drawings and sketches as they come into your mind. You should not worry about the way these sketches look or feel intimidated about being visual. These illustrations will simply help you communicate your ideas to others and give you a head start on brainstorming concepts. To cover the most important topics, consider using these prompts:» Personal details: who did you meet (profession, age, location, etc)?» Interesting stories: what was the most memorable and surprising story you heard?» Sound bites: what are the most memorable quotes that people heard? Why are they memorable?» Motivations: what did this participant care about the most? What motivates him/her?» Frustrations: what frustrated him/her?» Interactions: what was interesting about the way he/she interacted with his/her environment? Don't hesitate to capture an idea you have in the moment. However, wait to share it later with your team once the interview is over and you are all sharing your thoughts together.» Remaining questions: what questions would you like to explore in your next conversation?

72 +ACUMEN 14 READINGS 02 Case Study: Jacaranda Health

73 +ACUMEN 15 JACARANDA HEALTH USING A HUMAN-CENTERED DESIGN APPROACH TO PROVIDE LIFESAVING CARE Each year 250,000 women in Africa do not survive childbirth. Neither do their babies. Yet nearly all maternal and infant mortality is preventable with access to skilled providers, wellequipped facilities, and rapid diagnosis and treatment of obstetric complications. Jacaranda Health aims to provide affordable, accessible lifesaving care to pregnant women and their babies in Nairobi, Kenya. To do this, they are taking a human-centered design approach. Nick Pearson, Founder of Jacaranda Health, was introduced to human-centered design when he worked at Acumen in Nairobi. I served as the local liaison for the IDEO team on the Ripple Effect project. We were looking at ways to improve storage and transport of water, and it was incredibly impressive watching the IDEO team in action. Bad patient experience is one of the major reasons that women in Kenya avoid giving birth in hospitals and other birth facilities. The vast majority of women who participated in Jacaranda s field research in Nairobi complained of long waits, poor treatment from nurses, crowded labor wards, and difficulty getting education and birth-preparedness counseling. This issue is one of the biggest hurdles to increasing delivery in facilities. Over the last year and a half, we have held design sessions with groups of prospective patients and nurses to get their help in developing our model of care. One such session involved nurse role-playing. In Group One, two women were chosen to act out a typical interaction between a clinician and a patient, first in a public facility and then in a private one. The group then discussed the differences in behavior that they saw, and were asked questions about why these differences exist and how patients would prefer to be

74 +ACUMEN 16 treated. In Group 2, two mothers were asked to role-play good and bad clinical nurses, drawing upon their own experiences, or those of friends and family. The participants and audience members then discussed their experiences. But not all design sessions proved as insightful. An appealing principle is that the end user (in our case the patient) knows the best answer to a design challenge," says Nick. "But sometimes patients find it challenging to imagine a health service beyond what they've experienced in poor-quality public hospitals. For example, we did a sketch your ideal waiting room exercise, and after complaining of the poor waiting room experience in public hospitals, almost all participants drew something that looked exactly like a public hospital waiting room. It can be difficult sometimes to know how to balance end-user input and fresh ideas from outsiders. Involving our patients in designing their own care gives Jacaranda a competitive advantage over other facilities. But just as importantly, it lets the women of Nairobi design the maternity care they want, so that more of them will seek skilled care, resulting in healthier outcomes for mothers and babies. Curious to learn more about Jacaranda Health? Visit:

75 +ACUMEN 17 READINGS 03 IDEO.org stories from the field: A Human-Centered Approach to Cookstoves Early Learning with the Bezos Family Foundation

76 +ACUMEN 18 STORIES FROM THE FIELD A HUMAN-CENTERED APPROACH TO COOKSTOVES In 2012, IDEO.org began work on a project with the Global Alliance for Clean Cookstoves, an organization that seeks to advance the global market for clean cookstoves. A compelling technology, clean cookstoves have the potential to improve health by reducing exposure to smoke from traditional fires and stoves, improve livelihoods through increased savings from reduction of fuel use, and help the environment via a decrease in carbon emissions. Emily Friedberg, a designer on the project, wrote about a day spent cooking with a Tanzanian family as part of her team's Discover research. Given language and cultural barriers, it s relatively difficult to really get to know people in Tanzania in a short amount of time. To remedy this situation, our IDEO.org cookstoves team arranged to spend an entire day with one family, casually hanging out and cooking an afternoon meal. Daniel and Gaudensia welcomed us into their family of nine in the Tanzanian town of Buhongwe. Our first stop was the market where we bought everything we needed for our feast including meat, beans, sweet potato, ugali flour, fruits and vegetables, and. a live chicken. When we got home, the ladies quickly got to work lighting the three charcoal stoves and cutting up the meat and vegetables. The oldest boy, Godwa, was told to slaughter the squawking chicken. Cameras ready, we watched as he cut through the chicken s neck, drained the blood, and left it twitching in a bowl ready for plucking. The meal took several hours to prepare. There was swapping of pots and lids, lids doubled as cutting boards, and each item including water and the chicken went through several discreet processes before it reached the table. And when it was done, three hours later, it was elaborately dished onto plates for the men and the guests and eaten out of cooking pots for women and children, and all consumed in the space of 20 minutes. And then, when it was cleared, they lit the charcoal stove again and started preparing for dinner. Emily Friedberg Business Designer

77 +ACUMEN 19 STORIES FROM THE FIELD EARLY LEARNING WITH THE BEZOS FAMILY FOUNDATION With many children from low-income families showing up to kindergarten unprepared to learn, the Bezos Family Foundation partnered with IDEO.org to design ways to get the message out to more low-income parents and caregivers that they are their child s first and best teachers. IDEO.org s design team traveled around the United States to learn more about parent-child engagement in low-income communities. Here are two excerpts from Suzanne Boutilier and Marika Shioiri-Clark reflecting on some of the team's Discover research. At New York s Bellevue Hospital we met Dr. Alan Mendelsohn, who spoke to us of the popular parental misconception that electronics make kids smarter. In fact, even watching an educational children s TV show with a highly engaged parent does not positively impact a child s early learning. The presence of the engaged parent merely moves the impact needle from negative to zero. Now, consider the fact that a massive, glowing, flat screen TV was the centerpiece of every single living room we visited while meeting with families. We often had to ask politely if we could turn it off for our interview. Television as babysitter for kids and escape mechanism for parents was the rule. Knowing that we can t expect families to stop watching TV, we need to find a way to use its omnipresence to the children s advantage. --Suzanne The parents we met, sometimes still children themselves, were voluntarily spending every dollar they had on toys, books, and clothes for their young ones. We talked to a single mom living in a housing project in Harrisburg who spent every spare cent of her $23,000 salary as a childcare worker to send both of her children to top-rated private schools in the area, because, "they have better teacher-to-student ratios." I had honestly never considered the level of sacrifice that these parents were making on a daily basis for their children. We routinely heard lines like, "I don't care about me anymore, my money all goes to them." And although it was sometimes sad to hear stories of parents who had taken jobs they hated, or decided against returning to school because of the pressures of single parenting, it was inspiring to hear stories of triumph and the times that made the work worth it. --Marika Marika Shioiri-Clark Environments Designer Suzanne Boutilier Writer

78 +ACUMEN 20 READINGS 04 Optional Articles & Videos Read HCD Connect "Hear" Methods The "Hear" methods on HCD Connect correlate to the "Discover" methods that you're learning about as part of this Workshop. The Discover phase in Action HCD Connect user Jeannette Rowland is tackling the challenges of food security by working with the community to redesign school gardens in rural Nicaragua. Learn more: HCD Connect user Jacqui Watts is designing new financial inclusion solutions for rural farmers in Uganda by structuring an agricultural-specific micro lending model. Learn more: Download Human centered-design in action Learn more about the different Discover methods used by the IDEO.org team as part of a clean cookstoves project in Tanzania. Download the final deliverable from the project: HCD Toolkit pg s The "Hear" stage in the HCD Toolkit correlates to the "Discover" phase that you just read about and that you'll be doing yourself as part of the Week 2 workshop.

79 +Acumen HCD Workshop 1 3IDEATE Workshop Guide discover ideate prototype

80 +Acumen HCD Workshop 2 Table of contents Weekly Leader's Guide Before the Workshop Agenda & Materials Activities & Discussions 01 Questions, Comments & Takeaways 02 Share Inspiring Stories & Learnings 03 Cluster Into Themes 04 Create Insight Statements 05 Create How Might We Questions 06 Brainstorm 07 Select Promising Ideas homework 08 Prepare for Week 4

81 +Acumen HCD Workshop 3 Weekly Leader's Guide Before the Workshop CONFIRM that you have a meeting space for your design team with ample wall or table space where you can post ideas. PRINT this Week 3 Workshop Guide. To save paper, it is not required to print the Week 3 Readings. Check with your team members and encourage them to print the Week 3 Workshop Guide as well. COORDINATE with your team to bring supplies for brainstorming and Week 3 activities. Lots of Post-it notes (or scrap paper and tape), felt pens, blank paper, and the printed Week 3 Workshop Guide. Don't forget to bring your notes from your Week 2 Discover research as well. Consider bringing a snack as fuel for the brainstorming session. LEAD the workshop. This Guide will walk you through facilitating the activities, discussions and assignments for Week 3. You will also want to keep track of time so that your group makes it through the full workshop in approximately 2.5 hours. Make sure to read the Week 3 Readings thoroughly so that you can effectively lead your team this week.

82 +Acumen HCD Workshop 4 Weekly Leader's Guide Agenda 01 Questions, Comments & Takeaways 10 minutes 02 Share Inspiring Stories & Learnings 30 minutes 03 Cluster Into Themes 20 minutes 04 Create Insight Statements 15 minutes 05 Create "How Might We" Questions 15 minutes Break 5 minutes 06 Brainstorm 40 minutes 07 Select Promising Ideas 10 minutes 08 Prepare for Week 4 5 minutes Materials Needed Lots of Post-it Notes (or their equivalent), felt pens, blank paper, Week 3 Workshop guide, your Discover research notes from Week 2

83 Activity +Acumen HCD Workshop 5 01 Questions, comments & Takeaways 10 minutes Congratulations! You've completed your Week 2 Discover research! You've also learned about the second phase of the design process as part of the Week 3 Ideate Readings. This Activity 01 is a way for you to reflect on what you learned in the field, ask questions, and discuss some of your "aha moments" from the last week. Take a few minutes to reflect on the questions below. Then discuss what you are most excited about or interested in with your group. - What would you most like to discuss with the group about your experiences during your Week 2 Discover research? What was most surprising? What was the hardest part for you? What were your "aha moments"? - Did anyone check out what other teams were doing on the Google+ Community? Would you like to share something inspiring you saw? Did you learn anything interesting from other teams around the world tackling your same design challenge? - What were your big takeaways from the Week 3 Ideate Readings? Do you have questions?

84 Activity +Acumen HCD Workshop 6 02 Share inspiring stories & Learnings 30 minutes Your design team spent the last week "getting out there" and learning from people in your community. As part of this activity, you'll begin the Ideate process by sharing stories about what you learned with your design team. Document your research 1 Make a list Start by making a list of everyone your team spoke with and the places you each visited as part of your Week 2 Discover research. 2 Identify any holes Identify the types of research that your group was and wasn't able to conduct over the last week. Do you still have obvious holes in your research? Do you have a plan for trying to fill those holes? 3 Share stories Now it's time to share stories about the people that you spoke with and the places that your team visited. Start at the top of the list you made in step # 1. Spend about five minutes on each person or place. If you took pictures and have access to a printer, print a few of the best photos from each interview or location and hang them on the wall as you go through your list. This will help your team more easily organize your thoughts and remember details as you begin making your thoughts visual. Here is a rough outline about what you should try to share about each person you spoke with: - Personal details: who did you meet? (name, profession, age, location, etc.) - Interesting stories: what was the most memorable and surprising story they told? - Motivations: what did this person care about the most? What motivates him or her? - Barriers: what frustrated them? - Interactions: what was interesting about the way they interacted with their environment? - Remaining Questions: what questions would you like to explore if you had another conversation with this person? 4 Capture what everyone is saying While you are listening to your teammates tell their stories, write down notes and observations about what they are saying. Use concise and complete sentences that everyone on your team can easily understand. Try capturing quotes they are a powerful way of representing the voice of a participant. Jot one observation per Post-it Note for flexibility in sorting and clustering later. Make sure you write large enough (and neat enough!) so that everyone can read your notes. Also, be as visual as possible! 5 Hang your notes on the wall When you're done talking about a particular person you interviewed, hang the Post-it Notes with the notes you've just taken on the wall underneath their photo (if you have one) or a Post-it containing their name (if you don't have a photo). There should be a separate section on the wall for each person that your team interviewed. When possible, keep quotes and images together in order to paint a rich story.

85 Activity 03 Cluster into themes 20 minutes +Acumen HCD Workshop 7 As part of this activity, your team will start to make sense of the stories you heard and begin looking for themes to design around. The Weekly Leader should lead the team through this activity. Look for themes 1 Find the "gems" From the Post-it Notes that your team just hung on the walls, each person should choose the five that you find most interesting or most insightful. Remove these Post-Its from the group and put them in a new blank area with lots of emtpy space around them. Let's call these Post-its your "gems". 2 As a group, cluster information into themes Review the "gems" that your team has selected and try to organize them into similar groups or categories. These are called "clusters". Did many people mention the same thing? Are there behaviors you saw repeatedly? Which issues were obvious? Did you hear conflicting statements? Is there an explanation for this conflict? 3 Find supporting evidence Quickly review the rest of your Post-its on the wall (the "non-gems"). Find additional notes that support the clusters you've created. Can you include some photographs or visual observations that substantiate the categories your group has created? 4 Refine your clusters Create a minimum of 3 and a maximum of 5 clusters. Is there a new cluster that you might need to create? Could two existing clusters be combined? 5 Write headlines For each of the clusters that you've created, create headlines, such as "proximity" or "hygiene" or "payment".

86 Activity 04 Create insight statements 15 minutes Page 1 of 3 +Acumen HCD Workshop 8 Now that you've created clusters and given them headlines, it's time to identify the distinct challenges that your team has uncovered related to each theme. This activity will help you understand why certain themes have emerged and what makes them potentially important areas for design. This part of the Ideate phase can be a bit complicated to explain, so we've outlined step-by-step instructions below and completed our own worksheet on the following page. Review our examples, then use page three of the worksheet to complete this activity as a team. Create insight statements 1 Write your design challenge at the top of the page in the space provided. Being able to quickly reference your challenge will make this exercise easier because it will help you connect your insights back to the question you are ultimately trying to answer. A tip about creating insight statements It may be helpful to place pages 2 and 3 of this worksheet side-byside so that you can more easily follow our examples. 2 Write your cluster headlines from Activity 03 on the lines provided in the worksheet. For each cluster headline, try to draft three concise sentences that explain why the theme you've identified describes a challenge for the people in the community that you spoke with. Feel free to work individually or as a group. 3 Once you have a few sentences for each theme, work with your full design team to revise and rewrite your insight statements until the group has captured the most unique and compelling points related to each theme. Use the template provided, or extra sheets of paper if you run out of room.

87 Activity 04 Create insight statements +Acumen HCD Workshop 9 Page 2 of 3 Write your design challenge Our design challenge is to increase demand for clean, low-cost toilets in the community. Create insight statements EXAMPLE Payments are a challenge faced by the community because... Kids often don't use clean toilets (or any toilets at all) because they don't have any money to pay. People often only have money to pay for toilets at the start of the month after they have been paid. Many residents find themselves without money to make a payment at the exact time they need to use the toilet. Hygiene is a challenge faced by the community because... Children will not use the toilet if it is too clean. People aren't aware of the diseases they can catch from dirty toilets. People learn best from their friends or family members, but this isn't how clean hygiene information is diseminated now. Proximity is a challenge faced by the community because... When toilets are too far away, young children or older people can't make the walk to the toilet in time. Many people don't realize that there are closer, cleaner toilets to their home than the ones they are actually using. People have shifted their behavior to use cleaner toilets closer to their workplace, which often involves getting to work very early or staying very late.

88 Activity 04 Create insight statements +Acumen HCD Workshop 10 Page 3 of 3 Write your design challenge Create insight statements is/are a challenge faced by the community because... is/are a challenge faced by the community because... is/are a challenge faced by the community because... is/are a challenge faced by the community because...

89 Activity 05 create "how might we" Questions 15 minutes Page 1 of 3 +Acumen HCD Workshop 11 Human-centered design is most powerful when we turn existing challenges into opportunities for design. As part of this activity, your team will turn the insight statements that you created in the last activity into "How Might We" (HMW) questions which will be the launchpad for your brainstorm. Think of HMW questions as an invitation for input, suggestions, and exploration. We've included a few examples to review on the following page, and then your team will craft your own HMW questions on page 3. Similar to the last activity, it might be helpful to lay pages two and three of this worksheet side-by-side. Create HMW Questions 1 As a team, select your three favorite insight statements that you crafted collaboratively during Activity 04. Try to choose three insight statement relating to three different cluster headlines. This will lend more variety to the HMW questions you ultimately create. Additionally, make an effort to select statements that convey a new perspective or sense of possibility. Write the three insight statements your team selects in the space provided on the worksheet. 2 Work individually for a few minutes to try turning the selected insight statements into HMW questions. Be sure to read the scoping tips to the right and pay close attention to our examples on p.2 of this worksheet. You can also refer back to p.10 of the Week 3 Readings for more guidance. 3 Share your HMW questions with the group. Then work as a group to refine your HMW questions until they feel like strong questions that you are excited to answer as part of your brainstorm. Remember, they should be neither too broad, nor too narrow. properly scoping how might we questions Too Narrow HMW create a cone to eat ice cream without dripping? This question implies that redesigning the cone is the solution. However, the team should be thinking more broadly about a range of possible solutions. Too Broad HMW redesign dessert? This question doesn't give enough direction because it doesn't imply a starting point or immediately help people generate ideas around one category of desserts. Just right HMW redesign ice cream to be more portable? This question is scoped properly because it frames the challenge but does not imply a solution. Rather it allows people to brainstorm multiple solutions.

90 Activity 05 create "how might we" Questions +Acumen HCD Workshop 12 Page 2 of 3 Generate "How Might We" questions Insight: People often only have money to pay for toilets at the start of the month after they have been paid. EXAMPLE How might we... create more flexible payment options for toilet use? Insight: People learn best from their friends or family members, but this isn't how clean hygiene information is disseminated now. How might we... involve the community in creating and disseminating information campaigns about clean hygiene? Insight: Many people don't realize that there are closer, cleaner toilets to their home than the ones they are actually using. How might we... create new ways to inform people about clean toilet options close to their homes?

91 Activity 05 create "how might we" Questions +Acumen HCD Workshop 13 Page 3 of 3 Generate "How Might We" questions Insight: How might we... Insight: How might we... Insight: How might we... Insight: How might we...

92 Activity +Acumen HCD Workshop Brainstorm 40 minutes Now that your team has created How Might We questions for your design challenge, you re ready to start brainstorming! The intention of brainstorming is to leverage the creative power of the group by engaging with the full design team, listening carefully, and building on each other s ideas. You will choose three HMW questions from Activity 5 to brainstorm around. Select How Might We Questions Choose your design team's three best HMW questions from Activity 05. Trust your gut feeling: choose the questions that feel exciting and help you think of ideas right away. Also, select the questions that are most important to address, even if they feel difficult to solve for. Remember, only choose three total HMW questions for your entire group. Brainstorming Procedures 1 Make sure you have enough room Finding sufficient wall space to hang and display your ideas is key. 2 Gather materials Everyone should have a stack of Post-it Notes (or their equivalent) and a marker to write with. Bonus supplies = snacks! Never underestimate the power of sugar! 3 Write the questions big and clearly Write out the three selected HMW questions in large lettering on three separate sheets of paper. 4 Get the Weekly Leader excited The Weekly Leader will lead the brainstorm. This requires lots of energy and a strong knowledge of the brainstorming rules. 5 Review brainstorming rules quickly Take turns reading the brainstorming rules out loud. Are there any questions? 6 Gather your team around a wall Note: you can also stand around a table if there isn't sufficient wall space. 7 Hang the first HMW question on the wall so everyone can see it The Weekly Leader should read the question out loud. 8 Start the clock! Remember, ten minutes per HMW question, one idea per Post-it and be visual! Hang the ideas on the wall underneath the first HMW question as your team creates them. 9 Start HMW # 2 After ten minutes, move onto HMW # 2. Have the team move to the right or the left where there is free space. Leave HMW # 1 and your brainstorming ideas on the wall. You'll need them soon. 10 Start HMW # 3 After ten minutes, move onto HMW # 3. Provide encouragement. Pass out more candy if necessary! Have everyone do ten push-ups if really necessary! the brainstorming rules 1. DEFER JUDGEMENT 2. ENCOURAGE WILD IDEAS 3. BUILD ON THE IDEAS OF OTHERS 4. STAY FOCUSED ON TOPIC 5. ONE CONVERSATION AT A TIME 6. BE VISUAL 7. GO FOR QUANTITY

93 Activity 07 Select Promising Ideas 10 minutes +Acumen HCD Workshop 15 Congratulations! You finished brainstorming. Now it s time to select the brainstorming ideas that generate the most excitement from your team. Everyone on the team will vote for two ideas that you ll prototype next week. Vote 1 Survey the ideas Read over all the brainstorming ideas. Let people decide in silence first, so you aren't swayed by others on your design team. 2a Vote for the most innovative idea Everyone will make 2 selections. Draw an O in the upper right corner of the idea that you think is most innovative. 2b Vote for the most successful idea Draw a in the upper left corner of the idea that you think is most likely to succeed. 3 Count the votes As a team, select the most promising ideas and set them aside. Is there consensus around a handful of ideas? At the start of Week 4, your team will select two ideas to take forward into prototyping. Make sure to save these Post-it's for next week Remember to mark the Ideas like this: 4 Capture the ideas Take photos of the Post-it Notes containing your most promising ideas. Share these photos with the Google+ community along with the HMW question related to that idea and a brief description of any challenges or "ahas moments" your team had along the way. Consider posting as well any questions your team would like help from the community in answering. Post your photos, comments, and questions under the "Design Challenge" discussion category that your team is tackling. The idea you think is most innovative The idea you think will most likely succeed

94 homework 08 prepare for week 4 5 minutes +Acumen HCD Workshop 16 CHOOSE the Weekly Leader for next week. Coordinate with your team to bring supplies for the Week 4 workshop. This list is a starting point. If you don t have all of these supplies, be creative and bring to class whatever you think might work: paper (white & colored), tape, scissors, a stapler, foam core boards, X-acto knives, pipe cleaners, fabric, clay, colored markers, etc. CONFIRM location & time for Week 4 workshop. READ Week 4 Readings in advance of the Week 4 workshop. SHARE with the Google+ community your favorite ideas from the brainstorming session along with related HMW questions, descriptions of any challenges or "ahas moments" your team had along the way, and questions that came up as you completed Step 4 of Activity 07. Be sure to post under the proper "Design Challenge" discussion category. By sharing your learnings and insights on this platform, people all over the world can better understand how each design challenge varies depending on context. You can also get inspiration from each other's projects.

95 +Acumen HCD Workshop 1 3IDEATE THE Design process discover ideate prototype

96 +Acumen HCD Workshop 2 Table of contents Workshop Preparation Prepare for Your Week 3 Workshop Readings 01 Human-Centered Design Phase 2: Ideate 02 Case Study: d.light 03 Optional Readings & Videos

97 +Acumen HCD Workshop 3 Workshop Preparation For Week 3: Ideate Workshop CHOOSE a Weekly Leader. FIND a meeting location with plenty of wall or table space, so that you can hang up and display your Post-it notes during the Week 3 Workshop. NOTE that the Week 3 Workshop is likely to take 2.5 hours to complete. Confirm with your team that they have this much time available to meet. COORDinate with your team to gather supplies for the Week 3 Workshop. Here's what you'll need: your design notebook from Week 2 (or wherever you wrote down your notes), felt markers, and Post-it Notes (or their equivalent). BRING printed Week 3 Workshop Guide. Write down three interesting takeaways you would like to discuss with your team related to the Week 3 Ideate readings or the Google+ community page. This can be a quick summary of what you read, connections you made regarding your prior knowledge, or inspiration from another team.

98 +Acumen HCD Workshop 4 Readings 01 Human-Centered Design Phase 2: Ideate

99 +Acumen HCD Workshop 5 the design process ideate The Ideate phase transforms your Discover research into meaningful insights that you will then use as a structure for brainstorming innovative new ideas. You'll begin by sorting and condensing what you learned from your interviews and field visits. You'll then begin generating lots of new ideas via the brainstorming process, which will encourage your design team to think expansively and without constraints. With careful preparation and a clear set of rules, a brainstorming session can yield hundreds of fresh ideas.

100 +Acumen HCD Workshop 6 week 3 IDEATE step 1 tell stories During your Discover research you talked to many people and were inspired by immersing yourself in the community. Now that you're back with your design team and starting the Ideate stage, it's time to share stories about what you learned. This gets you A shared understanding of all the stories your team collected. keep in mind Tell stories person by person, one at a time. Use vivid details, direct quotes whenever you can, and describe your immediate experiences. This is not the time to generalize or judge. Share Inspiring Stories You'll share what you learned from your research as stories, not just general statements. This will create common knowledge that your team can use to imagine opportunities and ideas. Set up a space Make sure you hold the Week 3 workshop in a room with plenty of wall space. Distribute Post-it Notes (or their equivalent) and markers. It will be helpful to have a flip chart or large sheets of paper nearby, as well as tape to attach these sheets to the wall. Take turns Your design team will describe the individuals you met and the places you visited. Be specific and talk about what actually happened. Revisit the notes you took during your interview or observation. If possible, consider printing out some of the photos you took and using them to illustrate your stories. What to share You will tell the story of each person you met following these prompts (you may have already used them when capturing your first impressions):» Personal details: who did you meet? (profession, age, location, etc)» Interesting stories: what was the most memorable and surprising story they told you?» Motivations: what did this participant care about the most? What motivates him/her?» Barriers: what frustrated him/her?» Interactions: what was interesting about the way he/she interacted with his/her environment?» Remaining Questions: what questions would you like to explore if you had another conversation with this person? Actively listen While you are listening to each other, compare and contrast the things you have learned. Explore areas where you find different opinions and contradictions. Begin to look for recurring themes. Capture the information in small pieces While you are listening to your design teammates tell their stories, write down notes and observations on Post-it Notes or their equivalent. Use concise and complete sentences that everyone on your team can easily understand. Capture quotes they are a powerful way of representing the voice of a participant. Display your notes You will want to write large enough so that everyone can read your notes. Your team will put all Post-its up on the wall, organizing them into separate categories for each person that your team interviewed and each place that your team visited.

101 +Acumen HCD Workshop 7 step 2 search for meaning You have your Post-its on the wall. You've downloaded what you learned during your Discover research. Now it's time to work with your design team to identify the patterns and themes in what you learned from the community and then build a structure to begin brainstorming around. This gets you An overview of the larger themes that you found in your research. keep in mind Clustering can become difficult when there are many people involved. Consider splitting into smaller groups, or have a few people work on the themes first and then present back and discuss. Find Themes After collecting and sharing stories from your fieldwork, your design team will begin to make sense of all that information and inspiration. This part of the process can take some time. A good first step is to identify themes. Cluster related information Your team will group field research findings into categories or buckets. You can start by having every team member choose three Post-its they find most interesting. Place each of them on a large sheet of paper or spread them on the table in front of the team. Begin to look for more evidence of the same theme. What did many people mention? Did someone else say the opposite? Are there behaviors you saw repeatedly? Which issues were obvious? Rearrange the Post-its into these new theme buckets. Find headlines Name the clusters you have defined, e.g., access to capital or "problems with distribution." Continue to sort and rearrange the information until you feel you have picked the interesting bits out and there are no major themes that are missing. When you re sharing stories, do it in a way that feels like everyone can contribute.

102 +Acumen HCD Workshop 8 The Evolution of Your Notes Throughout the Ideate phase, your perspective will evolve and change. As you gain a clearer understanding of what your observations mean, you can relate them to your challenge and use them as inspiration. This part of the process can be confusing. Use the examples below to navigate the development of your notes from early thoughts to ideas. Learnings Learnings are the recollections of what stood out during a conversation or observation: direct quotes, anecdotes, notes on sounds, smells, textures, colors, etc. Learnings should be communicated in full sentences to capture the story. You'll capture Learnings as your team recounts what it learned during your Week 2 Discover research. Themes Themes are created after you have organized the stories from your Week 2 Discover field research into categories. Did you hear similar statements or observations from multiple people? Themes are the headlines for clusters of similar learnings. Insights Insights are a succinct expression of what you have learned from your field research activities. Insights offer a new perspective, even if they are not new discoveries. They are inspiring and relevant to your challenge. How Might We s How Might We questions are the starting point for a brainstorming session. How Might We questions are written in direct response to an insight. These questions feel optimistic and exciting and help you think of ideas right away. Ideas Ideas are generated during a brainstorming session. Ideas can be practical and simple or wild and crazy (like the hypothetical delivery drone in the example above, which could make low-cost fruit deliveries in small quantities to multiple locations in a neighborhood). All judgment is deferred during a brainstorm, as the goal is to come up with as many ideas as possible. Ideas are best communicated with quick sketches.

103 +Acumen HCD Workshop 9 This gets you Insights that concisely communicate your research learnings. keep in mind Not every insight is entirely new information. Often, you will find things that you knew about before, but your research may have given you a new perspective. Don t be shy about retelling these stories. Turn Your Theme Headlines Into Insight Statements Insights are a concise expression of what you learned from your research and inspiration activities. They are the unexpected information that makes you sit up and pay attention. Insights allow you to see the world in a new way and are a catalyst for new ideas. Turn headlines into statements Your team will take a closer look at the themes you created for each of your clusters, as well as the stories that support these themes. Next, you'll transform each theme into a sentence, eg: There is no financial incentive for distributors to deliver fruit in the community. Write in full sentences. Use a new Post-it and label your cluster with this new sentence. Reconnect the learnings to your challenge Revisit the design challenge that you started out with: how do your new insight sentences relate to your challenge? Narrow down your insights to those that are most relevant to the original design challenge. Be prepared to let go of details that are less important. Try to limit your insights to the three to five most important ones. Refine your insights Experiment with the wording and structure to best communicate your insights. Create short and memorable sentences that get to the point. Make sure your insights convey the sense of a new perspective or possibility. Get an outside perspective Consider inviting someone who is not part of your team to read your insights and check whether they resonate with an outside audience. saving money in mexico IDEO.org partnered with the Consultative Group to Assist the Poor (CGAP) to design new and more accessible savings products for low-income Mexicans. When the IDEO. org team began conducting Discover research in Mexico City, they learned that people were in fact saving in all sorts of incredibly diverse ways. However, these savings methods were outside of the formal banking system and often not talked about by people in the community in a language related to savings. Based upon this insight, and as part of the Ideate stage of the human-centered design process, the IDEO.org team began designing a series of savings products building off of, instead of replacing, the informal savings behaviors in which lowincome Mexicans were already engaged.

104 +Acumen HCD Workshop 10 Other tools for uncovering meaning The Ideate stage is the most difficult phase of the human-centered design process. Often, the Ideate phase can take weeks and weeks for an IDEO.org design team. As part of this course, we have streamlined the Ideate phase into a series of activities that your team can conduct over the course of a few hours during your Workshop. These activities will help to transform your Discover research into meaningful insights that you can use to begin brainstorming new ideas. We recognize that there are more advanced practitioners taking this course for whom this streamlined Ideate phase might be too simplistic. If you feel comfortable doing so, we encourage you to employ other synthesis methods to help navigate your team through the Ideate phase. However, please ensure that there is consensus on your team for doing so and that you've built in sufficient time for trying out these additional synthesis methods during the Week 3 Workshop. Below are a few examples of additional Ideate tools your team might consider using that will help make information more visual as you uncover themes and identify insights. Journey Map Journeys are great for looking at an experience or process over time. You can map people's moods, experiences, behaviors or needs. Venn diagram Venn diagrams help you express a few important themes and the relationships between them. Two-by-two This mapping tool helps emphasize tensions and create different categories of behavior that you observed during your Discover research. Relationship map By visualizing the relationships between different stakeholders or throughout systems your team encountered, a relationship map helps to explain connections and tensions.

105 +Acumen HCD Workshop 11 step 3 Create how might we questions Insights are most valuable when they can be used to generate inspiring new ideas. The trick is to transform insights into "How Might We" questions, which will become the springboard that your design team uses to brainstorm innovative new solutions. This gets you Brainstorm questions that respond to the insights you found. keep in mind Avoid brainstorm questions that already imply a solution. Ask yourself: Why do we want to do that? This will help you reframe your question more broadly. Make Insights Actionable Developing "How Might We" (HMW) questions can take some practice. This step is enormously important, however, because HMW questions are the link between the great Discover research that you already conducted and the brilliant new ideas that you'll begin brainstorming during the next step in the Ideate process. Develop HMW questions During this step, you'll create generative questions that build off of the insight sentences that your team just created. Start each statement with How Might We...? as an invitation for input, suggestions and exploration. Generate multiple questions for every insight sentence. Write them in plain, simple and concise language. Choose brainstorm questions Your design team will select three of your best HMW questions for your brainstorm session. Trust your gut feeling: choose those questions that feel exciting and help you think of ideas right away. Also, select the questions that are most important to address, even if they feel difficult to solve for. For example: How might we provide transportation options for distributors supplying fruit in low-income neighborhoods? This implies that the solution is related to logistics. By framing the HMW question in this narrow way, we have limited the possible directions that the team can take during brainstorming. This statement is too narrow. How might we sell more fruit in low-income neighborhoods? This question doesn't give enough direction because it doesn't imply a starting point or immediately help people generate ideas around one category (such as distributors). This How Might We statement is too broad. How might we incentivize distributors to make fruit deliveries in low-income neighborhoods? This How Might We question is better because it leaves open many possible directions that new solutions can take, including logistics, financial incentives, or even community pride. This HMW question is scoped properly. A team designing a new curriculum in a low-income school in Cleveland developed several HMW questions.

106 +Acumen HCD Workshop 12 step 4 Generate ideas Brainstorming may often be thought of as wild and unstructured, but it is in fact a focused activity that involves a lot of discipline. Follow the brainstorming rules, but also have lots of fun. This is the stage of the human-centered design process where you really get to tap into your creativity. This gets you The setup for a dynamic brainstorming session. keep in mind When you make brainstorming part of another activity, lesson or meeting, remember that generating ideas is a mode that participants need a little time to get into. Create the time and space for a transition into that mindset. Prepare for Brainstorming Take the time to set up appropriately in order to get the most out of your session. When planning for your Week 3 workshop, consider the following guidelines which will make for an awesomely powerful brainstorming session. Choose an appropriate space Make sure to conduct your Week 3 workshop in a room with sufficient wall space, where participants can comfortably get up from their chairs and move around. Provide tools to capture ideas Gather materials like Post-it Notes (or square pieces of paper and tape), markers, paper, and snacks: don t underestimate the power of sugar in a brainstorming session! Invite a diverse group of people Consider involving people who are not part of your team to the Week 3 brainstorming session, as they ll have a fresh perspective. Try to include six to eight people total. Plan for 45 minutes or so It's best to keep brainstorming sessions less than an hour. This is the best approach for maintaining focus and energy.

107 +Acumen HCD Workshop 13 Brainstorming Rules These seven rules will make your brainstorming session focused, effective and fun. Introduce them at the start of every brainstorm, even if they merely serve as a reminder for more experienced participants. Defer judgement. There are no bad ideas in a brainstorm. There will be plenty of time to narrow the ideas later. Encourage wild ideas. Even if an idea doesn t seem realistic, it may spark a great idea for someone else. Build on the ideas of others. When you hear an idea from a teammate, think and... rather than but... in order to be as generative and open as possible. Stay focused on topic. To get more out of your session, keep your brainstorm "How Might We" question in sight. One conversation at a time. All ideas should be heard, so only one person should talk at a time. Wait your turn to share and make sure the whole group is listening. Be visual. Draw your ideas, as opposed to just writing them down. Stick figures and simple sketches can say more than many words. Go for quantity. Set an outrageous goal then surpass it. The best way to find one good idea is to come up with lots of ideas.

108 +Acumen HCD Workshop 14 This gets you A lot of fresh, new ideas. keep in mind Brainstorming is a fast and dynamic activity. Have your team stand up and encourage people to speak up and keep it short: only take a few seconds to explain an idea. Facilitate Brainstorming Brainstorming is a great activity to generate fresh thoughts and new energy. Create a safe and positive atmosphere for your brainstorm so the team can come up with all kinds of wild ideas. Select a facilitator The Weekly Leader should lead the brainstorm. Familiarize yourself with brainstorming protocol. Introduce the rules of brainstorming Explain each rule and its purpose to set the right tone for the activity. You can find an overview of brainstorming rules at the beginning of this section. Equip everyone for participation Gather your team near a wall or flipchart. Give everyone a Post-it pad and a marker. Encourage people to draw and be visual. Remind them to write in large letters and to note only one idea per Post-it. Move one by one Post the question you are brainstorming about on the wall so everyone can see it. Ask participants to take a few minutes and write down their first ideas before starting as a group. Then facilitate the brainstorm and capture each individual idea. Keep the energy high Provide encouragement or alternative topics if the flow of ideas slows down. Switch to a new brainstorm question every ten minutes. Throw out some wild ideas yourself. Remind your team of the rules if needed. Set a goal for how many ideas you want to generate in total. This team invited people outside the project to help them get unstuck and expand their design possibilities.

109 +Acumen HCD Workshop 15 This gets you A selection of ideas that the whole team is excited about taking forward. keep in mind Trust your gut feeling as long as there is excitement about an idea, it will be a good basis to work from. Select Promising Ideas The passion and energy of your team around particular ideas will make the development of your designs successful going forward. To get a sense of which brainstorming ideas generate the most excitement, everyone on the team will vote on their favorites while they are still fresh in your minds. Cluster your ideas Spend a few minutes immediately after a brainstorming session grouping together similar ideas. Vote for favorite ideas Your team will then select their favorite ideas. Everyone will make two selections the idea that you think is most likely to succeed and the idea that you find to be most innovative. Let people decide in silence first, so that they are not swayed by others opinions. Vote directly on the brainstorm Post-it's, either using sticky dots or simply drawing a dot. Discuss the results Count the votes and determine the most popular ideas. As a team, evaluate the most promising ideas and decide which ones to develop further. Be realistic about the number you can pursue aim for two or three ideas to start with. Colored dots, like the ones pictured here, are usually available in office supply stores. They make voting eas y. However, you can also mark the Post-it's with a pen.

110 +Acumen HCD Workshop 16 Readings 02 case Study: d.light

111 +Acumen HCD Workshop 17 d.light uncovering meaning using the Human-centered design process One out of three people on the planet don t have access to reliable electricity. d.light a forprofit social enterprise designs, manufactures and distributes solar light and power products throughout the developing world. d.light's mission is to create new freedoms for people without access to reliable power, so they can enjoy a brighter future. To that end, d.light employs human-centered design in every stage of its process. Arlin Tao, Director of Product Marketing at d.light, describes how the company practices human-centered design. We have a principle: before any field research begins, we need to know what we are looking for. It's very important that before we go out, we have clarity on what we are trying to learn. We also come up with a hypothesis about what we are trying to prove or disprove. Knowing what we want to learn helps us think strategically with our interview questions. We don't just ask during an interview, How much do you want to pay and what color do you like? The answers we hear to these questions won't be meaningful, either because the people we're speaking with don't know exactly how to acticulate what they want or because they will be telling us what they think we want to hear. Instead, we ask them questions that are unrelated to solar lights. Or we observe them in action. After we have probed an area of interest in different ways, we observe commonalities between the different people we talked to. We look for patterns, and when these patterns emerge we say, Oh, this is interesting! We look for tensions between a want or a need, and the reality that the people we are speaking with are living on a day-to-day basis.

112 +Acumen HCD Workshop 18 Some examples of tension, as they relate to solar lanterns, that we hear: I'm uncomfortable with kerosene because it's dangerous. Or, I m burning money every day because there is no other choice. If there is not a tension, there is not really a need, because a customer is likely to live with the problem. If it's not important enough that our product would bring value into your life, than you likely won't pay for it. The lighting option is not the tension, the underlying cost of kerosene lamps is the tension. After a day in the field, during the car ride back to the city or at the hotel, we try to jot down and talk as a group about what we observed, what was interesting, what surprised us. Before we forget, before we get overwhelmed, we write down our notes. If Post-it notes are available, we use them. Sometimes we use flip chart paper, napkins, computers whatever we can find. The key is to get everyone's perspectives and jot them down. At the end of the trip, we sit down and do a full field debrief. We summarize the commonalities and patterns. We try to identify the insights behind what we observed. Arlin offers these three pieces of advice for people starting out the human-centered design process: Before you go out and conduct research, be clear on what you want to learn and what you want to do with the data. If there is no way that you can ever make it happen, what is the point of finding out if people want something? Stay focused on what you want to learn, but if you see something new and interesting, do not be afraid to take a detour. Having a clear plan allows you to take detours and deviate without getting lost. Immerse yourself as frequently as possible with the end user. Experience their actual, physical reality. You can t empathize 100%, but you can try to get as close as possible. Immersions help you understand the lens by which others see the world. Assemble multiple and diverse teams for field visits. Everyone will have their own unique perspective and background, and because of this, they will pick up on different details during an interview. An engineer notices different details than a writer or designer or a marketer might. Diverse perspectives are very helpful in providing breadth and depth during the Interpret phase of the design process.

113 +Acumen HCD Workshop 19 Readings 03 optional Articles & Videos Read HCD Connect "Create" Methods The "Create" methods on HCD Connect correlate to the "Ideate" methods that you're learning about as part of the Week 3 Workshop. The Ideate Phase in Action Melissa Rohde is working with a community in rural India to design new ways to decrease water scarcity and improve food security. Learn more about her journey through the Ideate stage: Carla Lopez reflects on some of the challenges her team faced during the Ideate stage of an IDEO.org project designing new ways to provide technical training for farmers in rural Kenya: Watch Chimamanda Adichie's TED Talk: The Danger of a Single Story You can also read the TED Talk transcript here: IDEO on How You Come Up With New Ideas Download HCD Toolkit p The "Create" stage in the HCD Toolkit correlates to the "Ideate" phase that you just read about and that you'll be doing yourself as part of the Week 3 Workshop.

114 +ACUMEN 1 4PROTOTYPE Workshop Guide DISCOVER IDEATE PROTOTYPE

115 +ACUMEN 2 TABLE OF CONTENTS AN IMPORTANT NOTE ABOUT TIME At this point, your design team should have found a nice workshop rhythm. Have you been completing workshops faster than the estimated time? Slower? Perhaps your team completed some of the workshop activities over two weeks? Our estimate for Week 4 is that the activities included in these workshop materials will take about 2.5 hours, plus some additional time to test your prototypes in the community. However, we encourage your team to be flexible and move at the pace that is right for you. WEEKLY LEADER'S GUIDE Before the Workshop Agenda & Materials ACTIVITIES & DISCUSSIONS 01 Questions, Comments & Takeaways 02 Evaluate Your Best Ideas 03 Gut Check 04 Create an Experience Map 05 Determine What to Prototype 06 Start Prototyping 07 Test Your Prototype HOMEWORK 08 Prepare for Week 5

116 +ACUMEN 3 WEEKLY LEADER'S GUIDE Before the Week 4 Workshop CONFIRM that you have a meeting space for your design team with tables or floor space to work around and plenty of space. CONSIDER holding the workshop on a weekend and during the day. As part of Week 4 Prototype activities, your team will be testing your ideas with the community. As such, it may be easier to schedule a few hours of prototype testing after your workshop. Alternatively, it might make more sense for your team to test your prototypes throughout the week following the workshop. PRINT Week 4 Workshop Guide. To save paper, it is not required to print the Week 4 Readings. Check with your team members and encourage them to print the Week 4 Workshop Guide as well. COORDINATE with your team to bring supplies for the Week 4 workshop. This list is a starting point. If you don t have all of these supplies, be creative and bring to class whatever you think might work. Some examples could include: - paper (white + colored) - tape - scissors - a stapler - Foam Core boards - X-acto knives - pipe cleaners - fabric - clay - glue - Post-it Notes - markers - stickers LEAD the workshop. This Guide will walk you through facilitating the activities, discussions and assignments for Week 4. You will also want to keep track of time so that your group makes it through the full workshop in approximately 2.5 hours. Make sure to read the Week 4 Readings thoroughly so that you can effectively lead your team this week.

117 +ACUMEN 4 WEEKLY LEADER'S GUIDE Agenda 01 Questions, Comments & Takeaways 10 minutes 02 Evaluate Your Best Ideas 10 minutes 03 Gut Check 20 minutes 04 Create an Experience Map 20 minutes 05 Determine what to Prototype 20 minutes Break 5 minutes 06 Start Prototyping 45 minutes 07 Test your Prototype To be determined by your team 08 Homework: Prepare for Week 5 5 minutes Materials Needed See the Weekly Leader's Guide on p. 3 for a list of potential prototyping supplies. Coordinate with your team to determine what you can collect as a team.

118 ACTIVITY +ACUMEN 5 01 QUESTIONS, COMMENTS & TAKEAWAYS 10 minutes Congratulations! You've completed the Week 3 Ideate phase! Was it tough? Is everyone on your design team still speaking with each other? You've also read all about the third phase of the design process as part of the Week 4 Prototype Readings. Similar to the previous workshops, take a few minutes during this Activity 01 to reflect on what you learned during the Ideate stage, ask questions, and discuss a few of your "aha moments" from the last week. Spend a few minutes reflecting on the questions below individually. Then discuss what you are most excited about or interested in with your group. - What would you most like to discuss with the group about your experiences during the Week 3 Ideate stage? What was most surprising? What was the hardest part for you? Where did the team get stuck? Is everyone happy with the ideas you came up with during the brainstorm? - Have you been keeping up with the Google+ Community? Are there teams around the world who are pursuing similar design solutions as your team? Radically different solutions? Would you like to share something inspiring you saw? - What were your big takeaways from the Week 4 Prototype Readings? Do you have questions?

119 ACTIVITY 02 EVALUATE YOUR BEST IDEAS 10 minutes Page 1 of 2 +ACUMEN 6 As part of the Week 3 Ideate workshop, your team generated many ideas during your brainstorm session and then selected a handful of the most promising ideas at the end of workshop. This activity will help your team evaluate those ideas and decide which ones to prototype this week. How to evaluate your ideas 1 Hang your team's most promising ideas from last week on the wall or place them at the center of the table. Try to limit the total number to five or fewer. If you have more, are there places where you can combine similar ideas into a single concept? 2 As a group, consider the following questions about each idea: - Instinctively, how excited is your design team about this idea? - How innovative and different from what's out there does this idea feel? - How practical do you think this idea is? Does implementing it seem realistic? Has a clear consensus emerged about an idea that your team would like to prototype? If yes, great! Move on to Activity 3. If no, follow steps 3-5 located to your right. 3 (Optional steps) Number or name each idea that you've hung on the wall so that you can easily track them on page 2 of this worksheet. 4 Working individually, rate each idea using the scoresheet located on the next page. Use a separate sheet of paper and create your own scoresheet following our example if you run out of space. 5 As a group, compare the scores that the members of your team have given to each idea. Which idea received the highest score? Where did you agree and where did you disagree? Is there clear consensus about which idea to prototype now that you've gone through this exercise? A NOTE ABOUT GROUP SIZE If your design team is two or three people, it's best to choose one idea to prototype. If your design team has four or more people, we suggest choosing two ideas to prototype.

120 ACTIVITY 02 EVALUATE YOUR BEST IDEAS +ACUMEN 7 Page 2 of 2 # Least Most Instinctively, how excited are you about this idea? How innovative and different from what's out there does this idea feel? How practical do you think this idea is? Does implementing it seem realistic? Total = # Least Most Instinctively, how excited are you about this idea? How innovative and different from what's out there does this idea feel? How practical do you think this idea is? Does implementing it seem realistic? Total = # Least Most Instinctively, how excited are you about this idea? How innovative and different from what's out there does this idea feel? How practical do you think this idea is? Does implementing it seem realistic? Total =

121 ACTIVITY 03 GUT CHECK 20 minutes Page 1 of 4 +ACUMEN 8 Before we dive into prototyping, it's important to make sure that the idea you are excited to go forward with relates back to the insights you identified in Week 3 and helps to solve your original design challenge. Review our example on page two, then use the worksheets provided to complete this activity as a team. If you are working in a larger group, you'll conduct this activity for the two ideas that your team selected as part of Activity 02. Give your idea a gut check 1 As a group, review the format that we've used in our example on the following page. 2 Now, working individually, answer these same questions about your own idea on page three of this worksheet ( use page four if you have a large team and are prototyping two ideas). Members of your team have potentially interpreted the idea you plan to prototype differently or imagined the idea's benefits in a variety of ways. Conversely, a team member might not believe in the benefits of this idea and has an opinion on why the idea should be modified or tweaked. This exercise should help your team align around what the idea is that you'll be prototyping, how it relates back to the design challenge your team is trying to solve, and what the potential benefits will be. A HELPFUL NOTE Since you likely only have one Post-it Note with your selected idea for your f ull design team, consider redrawing the idea indiviudally on your own Post-it Note and placing it in the place provided on the worksheet. You might also choose to place the Post-it Note with the selected idea in a central location where everyone can see it. 3 Come together as a group and discuss your answers. If a majority of your team believes that the idea doesn't help to solve the original design challenge, consider going back to Activity 02 and selecting an alternative idea to complete this exercise with until the team feels like you've arrived at something that has potential to help you resolve your design challenge.

122 ACTIVITY 03 GUT CHECK +ACUMEN 9 Page 2 of 4 EXAMPLE Design challenge: How Might We question: Increase demand for clean, low-cost toilets HMW create more flexible payment options for in the community. clean toilet use? Selected idea: Describe the idea: Prepaid cards for use at clean, public toilets in the community. These prepaid cards might be used in a similar manner to a public transit pass or pre-paying for mobile minutes on a mobile phone. How will this idea help to solve your design challenge? We learned that people were not using clean toilets as regularly as they would like because they often don't have money throughout the month. This idea allows people to pay for toilet use in one lump sum after they get paid and then budget use into their monthly expenses. It also makes using a clean toilet easier for children (who we learned were often unable to pay) because parents can give them pre-paid toilet cards.

123 ACTIVITY 03 GUT CHECK +ACUMEN 10 Page 3 of 4 Give your idea a gut check Design challenge: How Might We question: Selected idea: Describe the idea: place Post-it Note here or redraw the idea yourself How will this idea help to solve your design challenge?

124 ACTIVITY 03 GUT CHECK +ACUMEN 11 Page 4 of 4 Evaluate the ideas Design challenge: How Might We question: Selected idea: Describe the idea: place Post-it Note here or redraw the idea yourself How will this idea help to solve your design challenge?

125 ACTIVITY 04 CREATE AN EXPERIENCE MAP 20 minutes Page 1 of 7 +ACUMEN 12 Now that your design team has selected an idea to prototype, it's very important to break your concept into bite-sized pieces that can be easily made and tested. A great way to do this is by creating an experience map identifying the key moments over time when users will interact with your idea. We've outlined step-by-step instructions below and completed our own worksheet on the following pages. Review our examples, then use p. 5 7 of this worksheet to complete the activity as a team. How to create an experience map 1 As a group, visualize the experience that a user might have with your idea over time. Any idea or service that you create will have a beginning, a middle, and an end for a user experiencing it. How will a user find out about your idea? What will their first experience with the product or service be like? How does the experience end? 2 Place Post-it Notes in each of the empty boxes in the space provided. Now draw the key moments that your team has just identified in the journey for a user experiencing your product or service. Rough sketches or cartoons are great. Stick figures are fine too you don t need to be an artist. You should limit these key moments to six or less. 3 As a group, discuss the experience map you've just created. Do you need to rearrange the order of the Post-it Notes? Are there key steps in the user journey that you've missed? Add them now. 4 For each moment you've sketched, give that moment a title in the space above the Post-it and write a brief description of what's happening in the space provided below the Post-it. A HELPFUL TIP Try hanging your user journey up in a place where the entire team can see it. Quickly walk through the experience together.

126 ACTIVITY +ACUMEN CREATE AN EXPERIENCE MAP Page 2 of 7 Title AWArEnEss EXAMPLE Title InITIAL PurcHAsE AWArEnEss AWArEnEss Concisely describe what is happening The user hears about a new service on the radio called "Best Latrine". The service sounds unique because it allows cardholders to pay for visits to the toilet in advance. Concisely describe what is happening The user notices that "Best Latrine" prepaid cards are being sold at a nearby kiosk in her neighborhood and buys one. There is enough value on the card to last her family for one month.

127 ACTIVITY +ACUMEN CREATE AN EXPERIENCE MAP Page 3 of 7 EXAMPLE Title first use Title THE WHoLE family uses THE service AWArEnEss AWArEnEss Concisely describe what is happening on her first visit to the latrine, the user inserts her "Best Latrine" card into the slot and the door unlocks. Inside, the toilet is clean and comfortable. Concisely describe what is happening user gives both her children a pre-paid card so they can use the bathroom on their own when they need to.

128 ACTIVITY +ACUMEN CREATE AN EXPERIENCE MAP Page 4 of 7 EXAMPLE Title refill Title LoyALTy AWArEnEss AWArEnEss Concisely describe what is happening Happy after a month, user signs up to transfer money via M-Pesa (a service that allows her to send money from her cellphone) to her Best Concisely describe what is happening Each time the user refers a neighbor to "Best Latrine", she is rewarded wtih an incentive of some sort. Latrine account.

129 ACTIVITY 04 CREATE AN EXPERIENCE MAP +ACUMEN 16 Page 5 of 7 Create your own experience map Title Title place post-it drawing here place post-it drawing here Concisely describe what is happening Concisely describe what is happening

130 ACTIVITY 04 CREATE AN EXPERIENCE MAP +ACUMEN 17 Page 6 of 7 Create your own experience map Title Title place post-it drawing here place post-it drawing here Concisely describe what is happening Concisely describe what is happening

131 ACTIVITY 04 CREATE AN EXPERIENCE MAP +ACUMEN 18 Page 7 of 7 Create your own experience map Title Title place post-it drawing here place post-it drawing here Concisely describe what is happening Concisely describe what is happening

132 ACTIVITY 05 DETERMINE WHAT TO PROTOTYPE 20 minutes Page 1 of 5 +ACUMEN 19 Now that you've created an experience map, it's time to identify and prioritize the questions that you'll need to answer with your prototype. Just like last exercise, we've outlined step-by-step instructions below and completed our own worksheet on the following page. Review our examples, then complete the activity yourself. Asking the right questions to scope a great prototype 1 Transfer the Post-It Notes on which you sketched your final experience map from Activity 04 to the blank spaces on this Activity 05 worksheet. Re-title the headlines for each key moment. 2 For each moment in the user experience you've identified, there is at least one question that you'll need to answer in order to understand if your idea resonates with people. Write at least one question for each moment in the space provided. 3 Now that you've identified questions you need to answer, work as a group to brainstorm different types of prototypes that will help get answers to each question. It will be helpful to review the various prototyping methods contained in Activity 06 (p.22) of this Workshop Guide. You can also refer back to your Week 4 Readings. 4 As a group, decide which questions it makes sense to answer first. For example, you wouldn't worry about a smaller feature related to your idea or service, if you haven't yet tested if there is demand for your idea in the community. Prioritize your prototypes by numbering them from 1 X in the space provided on the worksheet, with "1" being the most important to prototpe first. 5 Be sure to review our examples on the next page. We did not show you all of the moments in our user experience. Instead, we chose an example we thought was best to test first, and a moment we felt made sense to test much later on.

133 ACTIVITY 05 DETERMINE WHAT TO PROTOTYPE +ACUMEN 20 Page 2 of 5 Title InITIAL PurcHAsE EXAMPLE Title refill place post-it or drawing here What is the most important question to answer? Will people be willing and able to make up front paryments for this toilet service? What is the most important question to answer? Is transfering money to a pre-paid account via mobile phone a feature consumers want or need? How might we test it? create a mock-up Best Latrine card to help people understand the look and feel of our idea. set up a table and make some posters advertisting the Best Latrine service. When people stop by, explain the service and learn if they might be willing to sign up for the card and how much money they would be willing to put on the card. 1 6 Priority ranking # Priority ranking # How might we test it? create mock-ups of how a user might use their phone to recharge their Best Latrine card by making simple drawings of a proposed user interface on Post-it notes and sticking them over the screen of a mobile phone. Learn from users how much time this might save them, any concerns they might have about using this feature (such as cost), and ask for suggestions for features not included in the prototype.

134 ACTIVITY 05 DETERMINE WHAT TO PROTOTYPE +ACUMEN 21 Page 3 of 5 Transfer you Post-its and answer the questions below Title Title place post-it drawing here place post-it drawing here What is the most important question to answer? What is the most important question to answer? How might we test it? How might we test it? Priority ranking # Priority ranking #

135 ACTIVITY 05 DETERMINE WHAT TO PROTOTYPE +ACUMEN 22 Page 4 of 5 Transfer you Post-its and answer the questions below Title Title place post-it drawing here place post-it drawing here What is the most important question to answer? What is the most important question to answer? How might we test it? How might we test it? Priority ranking # Priority ranking #

136 ACTIVITY 05 DETERMINE WHAT TO PROTOTYPE +ACUMEN 23 Page 5 of 5 Transfer you Post-its and answer the questions below Title Title place post-it drawing here place post-it drawing here What is the most important question to answer? What is the most important question to answer? How might we test it? How might we test it? Priority ranking # Priority ranking #

137 ACTIVITY 06 START PROTOTYPING 45 minutes Page 1 of 2 +ACUMEN 24 It's time to start making! You've selected an idea to prototype and identified the most important elements to test first. Fingers crossed, your team also has a good sense of how to go about building your first prototype. Just in case, we've listed some of our favorite prototyping methods below. Some prototyping methods Create a model Put together simple three-dimensional representations of your idea. Use paper, cardboard, pipe cleaners, fabric and whatever else you can find. Keep it rough and at a low fidelity to start, and then evolve the resolution over time. Create a mock-up Build mock-ups of digital tools or websites with simple sketches of screens on paper. Paste the paper mock-up on an actual computer screen or mobile phone when demonstrating it. Create a role play Act out the experience of your idea. Try on the roles of the people that are part of the situation and uncover questions they might ask. Consider making simple uniforms and assembling simple props to help users experience your product or service as real. Create a diagram Imagine you are going door-to-door and showing potential customers what your idea or potential service is. Map out the structure, journey or process of your idea in a way that will be easy for a potential customer to understand. This prototyping method will have a lot in common with the experience map you already created during this Week 4 workshop. Create a story Tell the story of your idea from the future. Describe what the experience would be like. Write a newspaper article reporting about your idea. Write a job description. The purpose is to have people experience your idea as if it were real and then respond to it. Create an advertisement Create a fake advertisement that promotes the best parts of your idea. Have fun with it, and feel free to exaggerate shamelessly. Now change the tone of the advertisement to appeal to different types of users.

138 ACTIVITY 06 START PROTOTYPING 45 minutes Page 2 of 2 +ACUMEN 25 As your team is creating, keep in mind: - Be creative - Have fun - Design to get answers This part of the workshop is up to you. Remember, the goal of prototyping is to be as creative as possible. Don't feel restricted by the methods listed on the previous page, but do construct prototypes that will help you get real feedback from the community and help your team answer the most important questions that you identified as part of Activity 05. Now get started!

139 ACTIVITY +ACUMEN TEST YOUR PROTOTYPE There is no set time for this activity. Page 1 of 2 It's time to test the prototype or prototypes that you've created. We've captured a few guidelines below for getting the most out of this activity, and then provided you with a format for capturing feedback on p. 2 of this worksheet. Getting the Most Out of Your Prototype Select locations to test your prototype Decide what context you want to test your prototype in. Will it be most helpful to first show a rough idea in an informal setting such as your workshop space? Or will you learn the most from testing your prototype in the community where it will be used? Define feedback activities Based on what you are trying to learn, carefully plan your prototype feedback activities. Arrange for a conversation if you are interested in a first impression. Set up an activity or service as if they are real if you want to observe peoples actual behaviors. Consider letting people use your prototype over a couple of days over the coming week if you are interested in its longer-term impact. Invite honesty and stay neutral Introduce your prototype as a work in progress and make sure to present it in a neutral tone. Don t be defensive listen to all feedback. Capture feedback learnings Take notes of both the positive and negative comments from users testing your prototype. The subtle impressions of a participant s reactions are often most important to remember. Use the prompts that we've provided for you on p.2 of this worksheet to assist in capturing feedback. Do quick debriefs with your team Plan for some extra time after a prototype feedback session to share impressions with your team while they are still fresh in your mind. Discuss how to improve your prototype and capture ideas for a next iteration immediately. You can do this debrief virtually anywhere (on the sidewalk, in a car, or while riding on the bus). Iterate your prototype (if there is time) Based upon feedback you receive, incorporate valuable feedback into your concept. Make changes where people see barriers. Emphasize what was well received. Go through feedback cycles repeatedly and continue to improve your concept. You'll learn more about this process in Week 5. PLAN YOUR WEEK Be sure to come to a consensus with your design team about the best way to test your prototypes. If you're holding this workshop over the weekend, consider scheduling a few hours of prototype testing after this workshop. Alternatively, it might make more sense for your team to test your prototypes throughout the week. If your design team doesn't plan to return to the workshop venue after you've completed today's prototype testing activities, take a few minutes to review the Activity 08 "Prepare for Week 5" homework materials on p.28 as a group.

140 ACTIVITY +ACUMEN TEST YOUR PROTOTYPE Page 2 of 2 Capture feedback learnings from your prototype The questions below have been categorized to help you organize your feedback. If you need more room please feel free to answer these questions in your own notebook. Be sure to debrief with your teammates after each prototype testing session. Who, what, where? - Where did you go? - Who did your test your idea with? - What were you testing for? The good? - What did people value the most? - What got them excited? - What convinced them about the idea? The bad? - What failed? - Were there suggestions for improvement? - What needs further investigation? The unexpected? - Did anything happen that you didn't expect?

141 ACTIVITY HOMEWORK PLAN PREPARE YOUR FOR RESEARCH WEEK 5 xx 5 minutestotal Page 1 of 2 +ACUMEN 28 CHOOSE the Weekly Leader for next week. COORDINATE with your team to bring supplies for the Week 5 workshop. Post-it Notes, felt pens or Sharpies, and blank sheets of paper (notebook size or larger) should be sufficient. Don't forget to bring your Week 4 prototypes and your field notes from your prototype testing. FINISH conducting your Week 4 prototype testing. Make sure your team has established a plan for testing your prototype(s) adequately before moving on to Week 5. If necessary, consider taking an extra week to complete your prototype testing. SHARE your prototypes, pictures, "ahas" and questions on the Google+ Community under your respective Design Challenge discussion categories. By sharing your learnings and insights on this platform, people all over the world can better understand how each design challenge varies depending on context. You can also get inspiration from each other's projects. READ Week 5 Readings in advance of the Week 5 workshop.

142 +ACUMEN 1 4PROTOTYPE THE DESIGN PROCESS DISCOVER IDEATE PROTOTYPE

143 +ACUMEN 2 TABLE OF CONTENTS WORKSHOP PREPARATION Prepare for Your Week 4 Workshop READINGS 01 Human-Centered Design Phase 3: Prototype 02 IDEO.org Stories from the Field: Rapidly Prototyping a Business Model Understanding Demand for a Potential Service 03 Case Study: Sanergy 04 Optional Readings and Videos

144 +ACUMEN 3 WORKSHOP PREPARATION For Week 4: Prototype Workshop CHOOSE a Weekly Leader. COORDINATE with your team to bring supplies for the Week 4 workshop. If you don t have all of these supplies, be creative and bring to class whatever you think might work. Prototyping supplies could include: paper (white & colored), tape, scissors, a stapler, foam core boards, X-acto knives, pipe cleaners, fabric, clay, colored markers, etc. READ required Week 4 Readings. WRITE DOWN three interesting takeaways you would like to discuss with your team related to the Week 4 Prototype readings or the Google+ community page. This could be a quick summary of what you read, connections you made regarding your prior knowledge, or inspiration from another design team pursuing your same design challenge. BRING printed Week 4 Workshop Guide. REMEMBER to hold the Week 4 workshop on the weekend if possible to best facilitate testing your prototypes with members of the community.

145 +ACUMEN 4 READINGS 01 Human-Centered Design Phase 3: Prototype

146 +ACUMEN 5 THE DESIGN PROCESS PROTOTYPE As part of the Prototype phase, your team will bring the best ideas to life that you created during the Ideate phase. Building prototypes is about making ideas tangible, learning while building, and iterating rapidly. Even with early and rough prototypes, you can receive direct feedback from the community and quickly learn how to further improve and refine your ideas.

147 +ACUMEN 6 WEEK 4 PROTOTYPE STEP 1 WHAT TO PROTOTYPE Your design team has created some big ideas over the last three weeks. Now that it's time to prototype, the first step in this process is breaking apart your idea into smaller components that you can test. Experience Mapping your Idea It's very important to break your big idea into bite-sized pieces that can be easily made and tested. A great way to do this is by creating a user journey that maps how members of the community might interact with your idea over time. Break down the user experience Any idea or service that you create will have a beginning, a middle, and an end for a user experiencing it. How will a user find out about your idea? What will their first experience with the product or service be like? How does the experience end? Your design team will break down the user experience for your idea into several discrete parts. Visualize the user experience Next, you'll visualize the experience of your idea over time through a series of images, sketches, cartoons or even just text blocks. Stick figures are great you don t need to be an artist. Use Post-it Notes or individual sheets of paper to create the storyboard so you can rearrange their order. What do you need to learn? Each step in the user experience that you've created has questions that your team needs to answer in order to understand how your idea might work in practice. For example: "How will people hear about your product? Will users be willing to pay in advance for your service? " Your team will identify these questions and then brainstorm prototypes to help you get answers from the community. Create an order of operations Your team will identify which questions are the most important to answer first and what form of prototype will best help you answer those questions. Once you begin receiving feedback from these prototypes, you'll iterate and refine your idea accordingly. FFER A friendly SmartLife sales agent comes to your home weekly to customize your orders and provide you with top quality service. Order and pay for a personalized selection of water and products on a weekly basis. 3 Your order is sent to our treatment facility where we filter your water and fill your containers. 4 4 Your water and product order is delivered by truck and carried into your home by friendly SmartLife Delivery staff. 3 Mapping out the core offering helped the IDEO.org SmartLife team align around what the core of the user experience would be.

148 +ACUMEN 7 Great idea; Let's prototype The best prototypes help to get you answers to very specific questions. Some new designers have great ideas, but create prototypes that are much too broad and don't give them good answers. As part of a recent workshop, a team of new designers was tasked with designing ways to help youth with alcohol addiction. The team had an idea involving mobile counseling centers that visited a different neighborhood in the city each day of the week. The team built a prototype that was a scale model of the mobile counseling center. This prototype helped the team get more clarity on what the center might look like and helped them better understand the activities that could take place at the center. However, the problem with this prototype was that it didn't help them answer any of the specific questions about how the users in the community might interact with their idea. More useful prototypes might have helped the team answer some of the following questions related to smaller parts of the larger mobile counseling center idea: How might a user learn about the alcohol counseling sessions offered by the center? What if we prototyped: New ways of disseminating information. How about printing information about the center on the paper and plastic bags liquor stores require people to place their purchases in? How would members of the community respond to this prototype? Would it make them more likely to visit the mobile counseling center? How might a user sign up for a counseling session at the mobile center? What if we prototyped: Different places where people could sign up for counseling sessions. What about jails, in the hospital after a drinking related incident, after getting arrested? Would creating a hotline for friends or partners who know someone with a problem be another way to connect with potential users? How might the counseling center help users stay sober once they are no longer in counseling? What if we prototyped: Different ways to keep in touch with people. Do people prefer monthly check in calls? s? Buddy groups? Is there a way we might help people design their own support system?

149 +ACUMEN 8 STEP 2 MAKE PROTOTYPES Prototypes enable you to share your ideas with other people, get feedback, and learn how to further refine them. You can prototype just about anything. Below are a few examples of different types of prototypes that you can create. THIS GETS YOU A tangible representation of your idea that you can share and learn from. KEEP IN MIND Keep a parking lot for questions that come up while you build prototypes. Revisit and answer them as you develop your idea further. Capture the evolution of your prototype over time as you make changes and increase its resolution. Create a model Put together simple three-dimensional representations of your idea. Use paper, cardboard, pipe cleaners, fabric and whatever else you can find. At the start, keep it rough and at a low fidelity. Evolve the resolution over time. Create a mock-up Build mock-ups of digital tools or websites with simple sketches of screens on paper. Paste the paper mock-up to an actual computer screen or mobile phone when demonstrating it. Create a role-play Act out the experience of your idea. Try on the roles of the people that are part of the situation and uncover questions they might ask. Consider making simple uniforms and assembling simple props to help users experience your product or service as real. Create a diagram Map out the structure, network, journey or process of your idea. Try different versions. Diagrams can be great simple prototypes to show to members of the community if you are designing a service. Create a story Tell the story of your idea from the future. Describe what the experience would be like. Write a newspaper article reporting about your idea. Write a job description. The purpose is to have people experience your idea as if it were real and then respond to it. Create an advertisement Create a fake advertisement that promotes the best parts of your idea. Have fun with it, and feel free to exaggerate shamelessly. Now change the tone of the advertisement to appeal to different types of customers (your grandmother versus your cousin the college student). EXAMPLES Quickly creating faux marketing materials is one way to help you explain your idea to potential customers and give them something tangible to respond to. You can easily use this approach for technology related products or services too.

150 +ACUMEN 9 Ways to Prototype Prototyping is not about getting it right the first time: the best prototypes change significantly over time. Try challenging your team to come up with at least three different versions of your idea to test multiple aspects of the possible solutions your team has come up with. Diagram Interaction Mock-up Model Role play

151 +ACUMEN 10 STEP 3 GET FEEDBACK Feedback is one of the most valuable tools in developing an idea. Sharing prototypes early in the design process helps you see what really matters to people and which aspects need improvement. THIS GETS YOU A plan for your feedback activities. KEEP IN MIND You only need a handful of conversations to get robust feedback. Consider the few constituents that might help you learn quickly. Identify Sources for Feedback As part of your Week 2 Discover research, you spoke with many people in the community and used what you learned to brainstorm new ideas as part of the Ideate phase. As part of the Prototype stage, it's time to return to the community and begin getting feedback on your ideas. Consider the setting Decide what context you want to share your idea in. Is it helpful to first show a rough idea in an informal setting you are familiar with (such as the workshop room where your team has been meeting)? Or will you learn the most from seeing your prototype in the context it will be used in (aka, in the community)? Define what to test With your team, determine what kind of feedback you are looking for: do you want to get feedback on the first impression of your idea? Are you trying to learn whether people would participate in a new activity you designed? Are you wondering whether people will change behaviors over time because of your concept? Capture your thoughts and create a list that will remind you of the goals of your research. Define feedback activities Based on what you are trying to learn, carefully plan your feedback activities. Arrange for a conversation if you are interested in a first impression. Set up an activity or service as if it were real if you want to observe peoples actual behaviors. Consider letting people use a prototype over a period of time if you are interested in its longer-term impact. EXAMPLE A design team looking to reimagine a hotel suite to better meet the needs of customers built a mock-up room using foam core. They asked potential guests to tour the space on their own and write down their observations as they walked through. What things did they like? Was there something missing? This activity allowed the team to get very neutral feedback because people felt anonymous and were less shy about stating their true feelings.

152 +ACUMEN 11 THIS GETS YOU Constructive feedback on your prototype. KEEP IN MIND Try to let participants experience your concept, rather than just talking about it: let them interact with a prototype in their own context, or integrate them into a role play. Facilitate Feedback Conversations The most important ingredient in a feedback conversation is honesty: people may feel shy about telling you what they really think of your idea if they know that you are very invested in it. Create a setting that encourages an open conversation. Invite honesty and openness Introduce your prototype as a work in progress. Make it clear that the development of your idea is still in progress, and that based upon their feedback, you will continue to make further changes and improvements to the prototype. Stay neutral Present all concepts with a neutral tone. Don t be defensive listen to all the feedback and take notes both on the positive and negative comments. Adapt on the fly Encourage participants to build on the idea, and change your prototype right away. Be ready to eliminate or change parts of the idea. Provide multiple prototypes If time permits, or if you have a prototype that is easily adaptable, consider preparing various versions of your prototype to encourage people to compare and contrast. EXAMPLE A design team looking to get feedback on multiple prototypes invited a group of community members into their space and made them feel comfortable by arranging couches chairs and providing snacks. One person facilitated the conversation and made sure to keep the session on track. Participants were encouraged to join into the discussion but also had a clipboard for notes they could write discreetly if they had them.

153 +ACUMEN 12 THIS GETS YOU A summary of new ideas and perspectives on how to improve your concept. KEEP IN MIND Don t shy away from changing your prototype in between feedback conversations. Test your iterations right away. Capture Feedback Learnings Feedback conversations are rich in information, and the subtle impressions of a participant s reactions are often the most important to remember. Take some time right after your session to capture what you have observed. Find a space and time Plan for some extra time after a feedback session so you can share your impressions right after your conversation when they are still fresh in your mind. Capture your ideas and design iterations Discuss how to improve your prototype and capture ideas for a next iteration immediately. Share your impressions Discuss the conversation with your team. Compare each other s learnings. Take notes on your conversation. Consider using the following prompts:» What did participants value the most?» What got them excited?» What would convince them about the idea?» Which parts would participants like to improve?» What did not work?» What needs further investigation? Immediately after sharing their prototype with a user, this team met to review feedback while it was still fresh in their mind and quickly iterate the prototype for their next feedback session.

154 +ACUMEN 13 Integrate Feedback THIS GETS YOU Iterations of your concept based on feedback. Feedback is invaluable to developing an idea, but can also be quite confusing. It may be contradictory, or may not align with your goals. Sort through the responses you receive and decide on what to integrate in your next iteration. KEEP IN MIND Do not take feedback literally. You don t need to incorporate every suggestion you receive. Look at feedback as an inspiration for better ways of solving the problem. Cluster the feedback As a team, discuss the reactions you received to your prototypes. Start by sharing the impressions you captured right after your feedback conversations. Take notes on Post-its. Sort and cluster the feedback: what was positively received? What concerns came up? What suggestions and builds did you find? Evaluate the relevance Take a moment to revisit where you started. Look at your earlier learnings and ideas. What was your original intent? Does it still hold true, based on the feedback you have received? Prioritize the feedback As a team come to an understanding about the feedback that is most important to making your idea a success. Sort your notes and create an overview of which feedback you want to respond to. Iterate your prototype Incorporate valuable feedback into your concept. Make changes where people saw barriers. Emphasize what was well received. Then, create a new prototype that you can share. Go through feedback cycles repeatedly and continue to improve your concept. EXAMPLE A team redesigning a desktop phone iterated on their prototype hundreds of times. After each round of feedback the team would incorporate what they heard and observed into their designs.

155 +ACUMEN 14 READINGS 02 I DEO.org stories from the field: Rapidly Prototyping a Business Model Understanding Demand for a Potential Service

156 +ACUMEN 15 STORIES FROM THE FIELD RAPIDLY PROTOTYPING A BUSINESS MODEL IDEO.org partnered with Unilever, Water and Sanitation for the Urban Poor, and the Global Alliance for Improved Nutrition to design a scalable business in Kenya selling water alongside hygiene and nutrition products in Nairobi. In just a few days of prototyping, the team was able to iterate and improve upon the three core components of its business model and sell 520 liters of clean drinking water! We designed our water, nutrition and health business to have three components: a door-to-door salesperson who would advertise the water subscription and products; a local kiosk where people could subscribe for water delivery and purchase health and nutrition products and, finally, a delivery service that would bring people clean and safe water to their doorstep. Here are some of the key questions we needed to answer with our prototypes: Do people only want drinking water, or would they like enough clean water to accomplish other tasks as well (such as washing, cleaning, and cooking)? Are people willing to pay for something in advance without being able to see it (i.e. paying for water that will only be delivered the following day)? Does it make sense to sell health and nutrition products alongside water? What is required of the brand we re designing to keep all of these elements tied together coherently? We opened our kiosk for business at 10am by hanging our SmartLife sign outside the door. James, our kiosk manager, began announcing our free water samples and did an amazing job of selling subscriptions and health & nutrition products. Carol, meanwhile, went door-to-door in the neighborhood, explaining our service and our brand and handing out vouchers for people to redeem at our kiosk. By the end of the day, in addition to all of our sales at the kiosk, we had ten orders and sixteen 20-liter jerry cans of water to deliver to paying customers the following day! The next morning another team member, Clinton, went around the neighborhood delivering water. People were delighted and somewhat surprised that the water showed up! And many of the neighbors who witnessed the transaction then wanted to subscribe to SmartLife as well. The amount of learning and progress we were able to make in only ten days in the field was amazing. The power of integrating fast prototyping in our initial learning phase got us light years ahead. To read the whole story and learn more about this project visit: Robin Bigio Industrial Designer

157 +ACUMEN 16 STORIES FROM THE FIELD UNDERSTANDING DEMAND FOR A POTENTIAL SERVICE IDEO.org partnered with Water and Sanitation for the Urban Poor to design a new pit latrine emptying business in Zambia. The team designed a service called PumpAway, and needed to learn if the service would be desirable to consumers in Lusaka. So the team created a rapid prototype to answer some of its unanswered questions. After a few days in the field in Zambia, we learned more than we ever thought we would know about pit latrines in Lusaka. Although we were getting smart quickly, we had many unanswered questions about our business model: Is there actual demand for a new pit latrine emptying technology in Lusaka? Can we sign up several people in one neighborhood to save on transport costs? How do we reach customers? Unable to answer these questions, we built a prototype to test them. It was rough around the edges, but in less than 24 hours we built and launched a hypothetical business. Two translators served as salesmen for the day we created name tags, clipboards, brochures, receipts and a sales pitch and we went door-to-door in a compound of Lusaka to talk with residents about whether they would purchase a pit latrine emptying service called Pump Away. We expected large parts of our prototype to fail, but, much to our surprise, the potential service was a huge hit. Seven of the ten families we spoke with said they would be willing to sign up for the service. Many of the potential customers we met were unhappy that we weren t yet offering a real pit latrine emptying service and were instead prototyping a hypothetical service. A prototype, as last year s IDEO.org Fellow Sarah Lidgus says, is a tangible answer to a theoretical question. As we continue to refine and improve our work in these communities, we ll continue asking and prototyping our way to the answers. In the meantime, we ll continue building Pump Away we have seven customers waiting patiently for us to arrive. To read the full story about the PumpAway project in Zambia, visit: Danny Alexander Designer + Social Entrepreneur

158 +ACUMEN 17 READINGS 03 Case Study: Sanergy

159 +ACUMEN 18 SANERGY LAUNCHING A NEW HUMAN-CENTERED SERVICE Sanergy is an organization that s addressing the challenge of providing adequate sanitation to some of the 2.6 billion people worldwide who do not have access to it. They used a humancentered design approach to tackle the following design challenge when launching their Fresh Life branded toilet business in Nairobi: How Might We increase regular usage of clean, hygienic Sanergy toilets? At the start of the project, Sanergy generated many ideas, then quickly prototyped several of them to understand which direction was most promising. Emily Durfee, a member of the Sanergy team, tells the story: We continue to test and evolve ideas on the ground, not only regarding the physical design of the toilets but more interestingly around communication, marketing and the business model itself." Through conversations with both our users and our toilet operators, we learned that children are scared to use our toilets because they are so clean, and that children don t want to dirty the toilet. Therefore, we developed training for operators to educate children on proper use of the toilet, and rolled the training out to increase our child usage and our overall social impact. One of our more unique successes with human-centered design was with our edutainment campaigns. We partnered with local theater groups to perform educational skits about sanitation and Fresh Life at local public events. This edutainment frames essential social messages in local contexts, by using local characters and jokes and asking the crowd to participate in improvisation. Our edutainment campaigns have both increased our brand reputation in the community, and increased usage of our toilets by key vulnerable populations.

160 +ACUMEN 19 In one surprising prototyping experiment, we tested different pricing and membership models with our toilet operators. We assumed that memberships would be overwhelmingly popular...because it was an easy way to pay and it guaranteed unlimited use of the toilet. However, during our prototype we learned that our operators dislike memberships because they are difficult to keep track of, it s frustrating to track down neighbors for membership fees, and in general it cost them more stress than it saved them. Because of this feedback, we are looking into alternative membership and payment models. If you re curious to learn more about Sanergy and their Fresh Life toilet project in Nairobi, please visit:

161 +ACUMEN 20 READINGS 04 Optional Articles & Videos Read HCD Connect "Deliver" Methods The "Deliver" methods on HCD Connect correlate to the "Prototype" methods that you're learning about as part of this Week 4 Workshop. The Prototype Stage in Action The Pepper Eater Team is working in rural Ethiopia to create a simple tool that dramatically improves pepper processing. Learn more about the prototyping methods the team is using as part of the human-centered design process: MIT's Kevin Kung is working on a project in Kenya to transform organic waste into charcoal. Learn more about Kevin's journey through the human-centered design prototyping process here: Watch The IDEO Toy Lab Prototypes a New Elmo App Download HCD Toolkit p Prototyping the IDEO Aquaduct

162 +ACUMEN 1 5MOVE Workshop Guide THE DESIGN PROCESS MOVE FORWARD

163 +ACUMEN 2 TABLE OF CONTENTS WEEKLY LEADER'S GUIDE Before the Workshop Agenda & Materials ACTIVITIES & DICUSSIONS 01 Prototyping Reflections 02 Inspiration Reflections 03 Big Takeaways & Reflections 04 Choosing Your Own Design Challenge 05 Moving Forward HOMEWORK 06 Course Closeout Credits

164 +ACUMEN 3 WEEKLY LEADER'S GUIDE Before the Week 5 Workshop CONFIRM that you have a location for your design team to meet during the Week 5 workshop. Make sure the space is conducive to brainstorming/ for a brainstorming exercise. COORDINATE with your team to bring supplies for the Week 5 workshop. Post-it Notes, felt pens or Sharpies, and blank sheets of paper (notebook size or larger) should be sufficient. REMIND your team to bring their Week 4 prototypes, Week 4 experience map, and field notes from your prototype testing. The team will also need your printed Week 5 Workshop Guide and answers to the questions in Week 5 Readings CONSIDER BRINGING some food and drinks so that your team can celebrate your successful completion of the course. LEAD the workshop. This Guide will walk you through facilitating the activities, discussions and assignments for Week 5. You will also want to keep track of time so that your group makes it through the full workshop in approximately 2.25 hours. Make sure to read the Week 5 Readings thoroughly so that you can effectively lead your team this week.

165 +ACUMEN 4 WEEKLY LEADER'S GUIDE Agenda 01 Prototyping Reflections 30 minutes 02 Inspiration Reflections 20 minutes 03 Big Takeaways & Reflections 20 minutes Break 10 minutes 04 Choosing Your Own Design Challenge 30 minutes 05 Moving Forward 20 minutes 06 Course Closeout 5 minutes Materials needed Blank paper, pens, Week 5 Workshop Guide, Post-it Notes (or their equivalent). See the Weekly Leader's Guide on p. 3 for a list of additional homework that you'll need to complete in advance of the Week 5 Workshop.

166 ACTIVITY 01 PROTOTYPING REFLECTIONS 30 minutes +ACUMEN 5 As part of your Week 4 homework, you tested your prototype(s) with members of the community. During this Activity 01, take some time to reflect on what you learned and how these learnings might shape your idea going forward. The goal of this discussion is to reach a collective understanding as a design team about what worked well, what needs iteration, and logical next steps. If there was more time in this course, your design team would continue to iterate and improve your idea through many rounds of rapid prototyping. Review what you learned 1 Group Discussion During Week 4, your team used the questions below to help frame feedback that you received from the community. As a group, discuss what you took away from your prototype testing exercise using these same prompts. Who, what, where? - Where did you go to test your prototype? - Who did you test your idea with? - What were you testing for? The good - What did people like the most about your prototype? - What got them excited? The bad - What didn't work? - Were there suggestions for improvement from the people testing your prototype? The unexpected - Did anything happen that you didn't expect? - Were there "aha" moments? What were they? - What did you think of the prototyping process? - Was it effective? Identify next steps 2 Review your experience map During the Week 4 workshop, your team created an experience map that identified the key moments when users might interact with your idea. Review that experience map now based upon what you learned while testing your prototype. What questions have been answered? What questions have changed? What do you still need to learn? 3 What are the three steps you would take next? Although this course is coming to an end, it is important to capture what the next steps would be together as a team, regardless of whether your team actually moves forward with your design challenge. Write the three most important next steps below: 1 2 3

167 ACTIVITY 02 INSPIRATION REFLECTIONS 20 minutes +ACUMEN 6 During your Week 5 Readings, you spent time on the Google+ community reviewing how other teams from around the world are tackling the same three design challenges. Refer back to your findings and notes as you complete this activity. 1 Review what you learned As a group, discuss what you learned while reviewing what other teams have shared on Google+. - What concepts did you see that closely resemble the idea(s) that your team prototyped? 2 Incorporate inspiration How might what you learned from the Google+ community impact your own design solution? Are there any changes that you might make to your overall idea or specific prototyping approach? - What concepts did you find that are vastly different? How are they different? - Did you find examples of a team working in a much different geographic context that designed a similar solution? - Did you find any teams that had a similar design solution, but prototyped it in a much different manner? Is there any opportunity for collaboration with other teams that you found via the Google+ community? Might you exchange ideas as part of a Google Hangout or a Skype call? Are there teams in your area with whom you might combine forces?

168 DISCUSSION 03 BIG TAKEAWAYS & REFELCTIONS 20 minutes +ACUMEN 7 As part of the Week 5 Readings, you evaluated what you liked or didn't like about working together as a design team, this course, and the human-centered design process overall. Use the worksheets you filled out during the Week 5 Readings as a starting point for this group discussion. We will ask you to share some of this feedback about the course in the last survey administered by Acumen. Discuss the topics below Team Dynamics - What was it like to work as a design team? Did you like working together? - What was the most inspiring moment for your team? - What was the most frustrating? - Were there moments of conflict or disagreement? How did your team reach a resolution? The Course - What were the most successful aspects of the course? - What were its weakest parts? - Imagine that Acumen and IDEO.org get a grant from a very generous donor to improve the course. Could you give us three suggestions about where to start? You! Members of your team likely felt more comfortable during some parts of the human-centered design process than others. This is entirely normal and one of the reasons that having an interdisciplinary design team is so important. Think back over the last five weeks. - Which areas felt most natural for members of your team? Was it during the Discover phase? The Ideate phase? Prototyping? - Where did members of the team struggle? Why? - Were there skill sets that were missing from your team? What were they? - If you could draft a new member to your team for your next design challenge, what key skills would they possess?

169 ACTIVITY 04 CHOOSING YOUR OWN DESIGN CHALLENGE 30 minutes Page 1 of 3 +ACUMEN 8 You likely signed up for this course for two reasons. First, you wanted to learn more about the human-centered design process. If you've made it to the Week 5 Workshop, we hope that the course met your expectations in this regard! And second, you have your own social challenges that you're passionate about and that you want to tackle using the human-centered design process. As part of this activity, your team will brainstorm social issues that you care about and then work individually to select a design challenge that you might take forward in the coming weeks and months. Follow these instructions 1 Brainstorm Everyone should have Post-it Notes and a Sharpie or marker. The Weekly Leader should facilitate the brainstorm. Quickly review the brainstorming rules and remember to write one issue per Post-it and hang them on the wall. Spend ten minutes brainstorming the following: 3 Make a commitment Finally, use Page 4 of this worksheet to capture and share the idea that you've selected and then commit to a potential first step that you might take as you use the human-centered design process to begin creating solutions in your community. "What are the social issues near and far, big and small, that I am most passionate about solving?" End the brainstorm. Take a deep breath. Eat a snack. 2 Vote Each member of your design team should individually select the three ideas from the brainstorm that you are most passionate about. These might be three ideas that you suggested during the brainstorm. Or, perhaps you were inspired by an idea that someone else suggested. Next, use the scoresheet on Page 2 of this Activity 04 to help narrow down your choice. THE BRAINSTORMING RULES 1. DEFER JUDGEMENT 2. ENCOURAGE WILD IDEAS 3. BUILD ON THE IDEAS OF OTHERS 4. STAY FOCUSED ON THE TOPIC 5. ONE CONVERSATION AT A TIME 6. BE VISUAL 7. GO FOR QUANTITY

170 ACTIVITY 04 CHOOSING YOUR OWN DESIGN CHALLENGE +ACUMEN 9 Page 2 of 3 Rate your potential challenge, then add up the score Individually evaluate each potential challenge based upon the criteria below. The challenge that ranks the highest is likely (but by no means positively) the one that you should pursue. Once you've made a decision, move onto Page 3 of this Activity 04. The first challenge I'm most passionate about solving is: Probably not. Definitely yes! I could easily organize a team of passionate people to help me create solutions to this challenge Based upon time commitments in my life, the scope of this challenge is reasonable. Human-centered design is the right approach to tackle this challenge Total = The second challenge I'm most passionate about solving is: Probably not. Definitely yes! I could easily organize a team of passionate people to help me create solutions to this challenge Based upon time commitments in my life, the scope of this challenge is reasonable. Human-centered design is the right approach to tackle this challenge Total = The third challenge I'm most passionate about solving is: Probably not. Definitely yes! I could easily organize a team of passionate people to help me create solutions to this challenge Based upon time commitments in my life, the scope of this challenge is reasonable. Human-centered design is the right approach to tackle this challenge Total =

171 ACTIVITY 04 CHOOSING YOUR OWN DESIGN CHALLENGE +ACUMEN 10 Page 3 of 3 Share the design challenge you plan to tackle As part of this Week 5 Workshop, we'd like you to commit to taking a first step toward solving the challenge you rated the highest. Snap a photo of this Page 3 and post it to the Google+ community. By doing this, you can find other members of the community who are passionate about the same issue. We also hope that members of the Google+ community can help to provide encouragement and hold each other accountable as you begin tackling your design challenge over the coming weeks and months. My name: The challenge I'm most passionate about working to solve: My first step toward solving this challenge will be:

172 DISCUSSION 05 MOVING FORWARD 20 minutes Page 1 of 2 +ACUMEN 11 Congratulations! After five long weeks, your team has made it to the last activity in the last workshop. If your team brought beverages to this week's workshop, give yourself a toast. Even if you don't have anything to drink, give yourself a pretend toast! Seriously, this workshop was a TON of work. You learned a lot and hopefully made some great progress toward designing an innovative solution to the design challenge that your team selected. So what's next? Armed with the human-centered design process, your options are almost unlimited. However, we wanted to give you a few immediate action steps to choose from. Talk through the options we've highlighted on the following page with your team and discuss whether any of them make sense for your team to pursue as a group. Alternatively, you might wish to pursue some of these options individually. Best of luck and may the human-centered design be with you!

173 DISCUSSION 05 MOVING FORWARD +ACUMEN 12 Page 2 of Move forward with the design challenge your team has been working on. Just because this course is ending doesn't mean that your great work on this design challenge has to end. Could you team up with other human-centered designers in your area? Perhaps you can collaborate remotely via the Google+ community? Share your idea and your final prototype during an in-person meetup or online. +Acumen course ambassadors around the world will be organizing in-person meetups over the coming weeks. Stay tuned for news from your local +Acumen chapter. If you don't live in a location with a +Acumen course ambassador, consider organizing your own meetup. Use the organizing tools under Events available to you on the Google+ community. And if an in-person meetup just isn't practical, be sure to share as much of your final prototype as possible with the Google+ community. Move forward with your own design challenge. As part of Activity 04, you selected a social issue that you're passionate about and committed to taking a first step toward tackling that challenge. As you've discovered during this course, human-centered design is all about collaboration. Use your teammates and the resources of the Google+ community to assemble your own design team and then get started! Don't forget to post your Activity 04 commitment to the discussion category Commitments on the Google+ community. 4 Moving a bit slower? Perhaps you're not quite sure what challenge you'd like to tackle next, but you care deeply about a certain topic area. Clean drinking water? Girls education? Mobile technology? With over 4,700 course mates repsrented on Google+, you're sure to find other human-centered designers who care passionately about the same social issues as you. Use the resources of the Google+ community to track down potential teammates and get started brainstorming. And if you haven't done so already, we urge you to visit HCD Connect, an online community of 30,000 members using human-centered design to tackle social sector challenges around the world.

174 HOMEWORK 06 COURSE CLOSEOUT 5 minutes +ACUMEN 13 POST your team s final prototype, questions and/ "ahas" that came up during your last workshop to the Google+ community. POST your Activity 04 commitment to the Google+ community under the "Commitments" category. COMPLETE the final course survey.

175 +ACUMEN 14 CREDITS & SPECIAL THANKS We couldn't have done it without you! IDEO.ORG PROJECT LEADS: Sean Hewens + Stacy Barnes IDEO.ORG LEADERSHIP: Jocelyn Wyatt + Patrice Martin IDEO.ORG TEAM MEMBERS: Cris Valerio, Molly Norris, Matteo Signorini, Suzanne Boutilier + Jacqui Watts +ACUMEN TEAM: Jessica Martin, Jo-Ann Tan + Tomoko Matsukawa +ACUMEN LEADERSHIP: Sasha Dichter IDEO HELP FROM: Sandy Speicher, Elysa Fenenbock, Tiffany Chin + the rest of the Design Thinking for Educators team. SPECIAL THANKS TO: Arlin Tao (d.light), Brent Davidson (ThinkImpact), Emily Durfee (Sanergy), Justine Lai, Anita Chung, Jessica Qu, Alex Deng + Ferdinant Sonyuy (+Acumen), Chris Metzler (Tilapia Film) + Nick Pearson (Jacaranda Health) To all of the human-centered designers around the world who took this course! This course is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

176 +ACUMEN 1 5MOVE FORWARD THE DESIGN PROCESS MOVE FORWARD

177 +ACUMEN 2 TABLE OF CONTENTS A NOTE ABOUT THIS WEEK'S READINGS The Week 5 readings are relatively short since we've now made it through the three stages of the human-centered design process. However, as part of the readings, you'll be asked to reflect on your experiences during the course so far and spend some time browsing the Google+ community. Note that this format is likely to require less time reading, and a bit more time thinking or writing things down. So get your pencils and an Internet connection and dive into your final week of this course. WORKSHOP PREPARATION Prepare for Your Week 5 Workshop READINGS + REFLECTIONS + INSPIRATION 01 Human-Centered Design: Move Forward 02 Case Study: Clean Team #2 03 Reflect on the Human-Centered Design Process 04 Gather Inspiration from the Google+ Community

178 +ACUMEN 3 WORKSHOP PREPARATION For Week 5 Workshop CHOOSE a Weekly Leader. COORDINATE with your team to bring supplies for the Week 5 workshop. Post-it Notes, felt pens or Sharpies, and blank sheets of paper (notebook size or larger) should be sufficient. REFLECT + ANSWER the questions included with Readings this week. BRING the following: 1) Week 4 prototypes and field notes from your prototype testing; 2) the experience maps created during your Week 4 workshop; 3) printed Week 5 Workshop Guide; and 4) your answers to the questions in this week's Readings CONSIDER BRINGING some food and drinks so that your team can celebrate your successful completion of the course.

179 +ACUMEN 4 READINGS 01 Human-Centered Design: Move Forward

180 THE DESIGN PROCESS +ACUMEN 5 REPEAT MOVE FORWARD Over the first four weeks of this course, you've moved through the Discover, Ideate, and Prototype phases of the human-centered design process. The process is not always linear, however. Instead, human-centered design is about continuing to iterate and refine your ideas, which often involves returning to various stages in the process. Eventually, once the iteration and refinement process is complete, you will pilot and then scale your ideas. This is a topic for an entirely different course, however! As part of the Week 5 Readings, we'll give you just a preview of what these steps might involve.

181 +ACUMEN 6 ITERATE: WHAT QUESTIONS STILL NEED AN ANSWER? Create an action plan. Most ideas cannot be fully realized with just one prototype. Continuous iteration on your idea requires various resources and capabilities, including money, time, and people. Here are some guidelines for what it takes to move your design through the iteration process. Evaluate your experience map. As part of the Week 4 Prototype workshop, your team created an experience map that identified the key moments when users might interact with your idea. Review that experience map based upon what you learned while testing and refining your prototypes during Week 4. What questions have been answered? What do you still need to learn? Specify the materials you need. Make a list of all the materials you will need to build future prototypes now that you understand the prototyping process. Are these supplies available to you? Will you need to purchase any new materials? Identify partners to work with. Create an overview of people who can help realize your idea. Do you need new skill sets added to your design team? Are there people leaving your group? Do you need to find someone to champion your idea outside the team? Think about leveraging your larger network and including friends, colleagues, family members, and community leaders. How about bringing your idea to an existing non-profit or social enterprise? ROADMAP TIMELINE BUILD & TEST Create an action plan. Choose which activities will best help you move your concept forward. Do you need to make a pitch document? Do you need to engage partners? How will you share your story? WEEKS 1-2 WEEKS 3-4 WEEKS 5-6 WEEKS 7-8 Recruit a founding portfolio of content contributors and test with users This is an example of an action plan created for a for-profit technology project. Althought the content of your plan might differ, using a structure like this is enourmously helpful in the for-profit or non-profit context. Build and test web infrastructure Calculate the funds you'll need. Money will always be a scarce resource for a social entrepreneur. Don t let this discourage you. Look into applying for a grant or submitting your idea for a business competition. Consider opportunities to tap into existing budgets. What about holding a brainstorming session to explore more fundraising ideas? RESEARCH & MODEL Define content guideline (original, Test with users to see the # of content providers inspirational,social) they follow and frequency of use Test value proposition with different audiences Test value proposition with brands/advertisers Research and build a wishlist of content contributors Model the market size and penetration Research and model the resources we need to build & maintain the content portfolio Research and model the advertising metrics requirements

182 +ACUMEN 7 PILOT: START SMALL TO LEARN WHAT WORKS Take your idea to the next level by testing it in the marketplace. A pilot is designed primarily to test the desirability, feasibility, and viability of your idea with customers at a small scale and on a limited budget. Here is a broad overview of what to keep in mind when piloting an idea. Establish a business model. When piloting your business model, it is often helpful to break it into four building blocks: Customer who is the customer for your product or service? Offer what is the value proposition that will make customers wish to use your product or service? Revenue how will your product or service make money or otherwise sustain itself in the marketplace? Touchpoints how will customers learn about your product or service? Where will they access it? Want more business model inspiration? We suggest visiting the following site: Determine what to test. During a pilot, it is important to test different variables that will impact the success of your idea once it goes to scale. The point of a pilot is to test and iterate by getting real feedback in the marketplace. Here are a few variables to consider testing during a pilot: Pricing how much will you charge for your product or service? Might this price vary from community to community? How do these prices compare to competitors in the marketplace? Payment options how will customers pay for your product or service? Upfront? Installments? Might you create a subscription option? Incentives who are your employees and what are their incentives for making your product or service a success? Do they work on commission? Customer retention are repeat customers essential for your business model? What incentives might you provide to maintain customers? Customer experience can you experiment with different ways that customers might interact with your product or service across the experience map created in Week 4 of this course. Create a launch plan. There are many considerations in advance of launching even a small pilot. Here are five of the most significant considerations that you might consider in advance of launching a pilot: Select your partners your pilot won't exist in a vacuum. What upstream and downstream partners will you need? Pick your staff a lean startup model is a must. Who are your essential team members and what are their roles? Find a location selecting a location for your pilot is enormously important. Set your initial price this is likely to change as your pilot proceeds, but what is your initial price point? Establish your branding during the pilot, it is important to make your product or service as professional as possible by creating materials that are clearly branded and build recognition among customers.

183 +ACUMEN 8 SCALE: DEVELOP A STRATEGY FOR GROWING YOUR IDEA Now scale your idea over time. Once you've established that your pilot is desirable, feasible, and viable to customers in the community, it's time to take your idea to scale. To do this, a scaling strategy is vital. Here are three very basic scaling strategies to consider. BOOTSTRAP SCALING What is it? When it makes sense? + Pros - Cons FRANCHISING What is it? When it makes sense? + Pros - Cons INTEGRATION What is it? When it makes sense? + Pros - Cons

184 +ACUMEN 9 READINGS 02 Case Study: Clean Team #2 An Interview with Andy Narracott, Deputy Chief Executive of Water & Sanitation for the Urban Poor

185 +ACUMEN 10 CLEAN TEAM STRATEGICALLY SCALING TO BRING SANITATION SOLUTIONS INSIDE HOMES The following are excerpts from an interview with Andy Narracott, Deputy Chief Executive of WSUP, in which he discusses the process of scaling up the Clean Team social enterprise. The interview appeared in Next Billion. Next Billion: How important was it to choose a place to pilot Clean Team where the poor already were willing to pay for sanitation? When you scale, will you focus on entering communities that also are willing to pay for sanitation? Andy Narracott: Establishing any new business is a challenging path full of pitfalls and roadblocks at every turn. One of the biggest challenges for us is to provide a reliable, polished service from day one at an affordable price. To enable us to get off on the best footing, we chose to start in a middle- to low-income area where most residents had no toilet in their home. As we expand, we are moving into lower income areas whilst working to drive down the costs of our business and launching lower-cost services. We believe that the poor will be willing to pay for products and services that are designed for them, which is why we worked with IDEO.org to design a business that appeals to their needs. The response we ve had so far tells us there ll continue to be a huge demand for our services as we scale. NB: Since you aim to make in-home sanitation the norm for consumers, what are some of the messages you are leveraging to do so?

186 +ACUMEN 11 Andy Narracott pictured above AN: Our customers are hardworking, familyoriented people. Naturally, they want control over their toilet experience and the best for their family, rather than resorting to long walks, long queues and bad smells that are the norm of public facilities. So our message is that we give people a way to provide the best for their family. We are building a brand that is centered on reliability, professionalism and consistency that respects the family and elevates sanitation as an essential part of a healthy community. NB: What other activities are you doing to create a new market for in-home sanitation? AN: Our main focus has been on getting the toilet into mass production. Most portable toilet products on the market were designed for the leisure industry and wouldn t be able to withstand the daily use by our customers. We sought to produce a robust, low-cost but high quality product and we re very pleased with what we ve got. Durable, yet attractive. We re now set up to mass produce the toilets to support our expansion. Other areas of focus on the supply side have been the toilet chemical and container cleaning equipment, both of which do not exist for our market. We re making steady progress in both areas. Another big area of development is developing the ability to treat the waste for safe disposal. Eventually, we hope to produce market-ready products derived from the waste, such as decentralized electricity generation and distribution. We re currently working on two fronts: re-designing standard anaerobic digestion technology to be modular, portable and low-cost. And through WSUP, we ll be trialing new processing technologies that turn the waste into something of value. NB: Can you talk more about the importance of branding for Clean Team? AN: Through our research with IDEO.org, we found that brand is important in Africa. It helps establish trust in a place where good service is uncommon. But that isn t enough we have to deliver on our brand promise, which is where our focus is right now. Our partnership with Unilever has helped us understand the importance of brand in scaling a business. Working on our brand early has helped us focus our efforts on providing a consistent and reliable service before we scale. It helps our new employees quickly grasp what Clean Team is about. It will help us quickly make real impact as we expand into new geographies. NB: It seems like the waste collection and processing system you ve established would allow you to incorporate paid, public toilets into your product line fairly easily. Is this something you ve considered? Why or why not?

187 +ACUMEN 12 AN: Public toilets in Ghana are widespread but sadly so many of them substandard and are more of a public health hazard than a convenience. Branching out into the management of public toilets is an obvious way for us to increase our impact. But for now, we re focusing on doing one thing really well: providing a scalable in-home sanitation solution in Ghana. NB: As you mention on your website, even in areas where public toilets are available, ensuring these facilities meet acceptable standards is challenging and installing sewers is a long term solution. Does Clean Team have a role in moving governments toward centralized sewer systems? Or would the development of centralized sewer systems be bad news for your business? AN: We re intent on growing Clean Team into an affordable and scalable sanitation businesses. To do this, we need to keep laser sharp focus on our core business whilst proving our financial viability. According to UN sanitation data, around 2.6 billion people worldwide are served by inadequate sanitation methods and a further 800 million practice open defecation. With increasing population growth and rural migration, sewerage is unlikely to be a feasible solution at this scale. It is essential that more cost-effective and modular systems like ours are given the support to serve this enormous need. Visit Next Billion: Learn more about CleanTeam Ghana:

188 +ACUMEN 13 READINGS + REFLECTIONS 03 Reflect on the Human-Centered Design Process Find a pencil or a pen and take a few minutes to reflect on what you've learned about the human-centered design process and yourself over the last five weeks.

189 +ACUMEN 14 WHAT I'VE LEARNED Take time to reflect on your experience. The human-centered design process is all about creative collaboration. During the Week 5 Workshop, you'll reflect as a group on team dynamics, working styles, and what it was like to collaborate as designers. As part of these Week 5 Readings, however, and in the quiet of your house, apartment, or office, take a few minutes to reflect personally on what you liked or didn't like about working together as a group, the course, and the human-centered design process. Make sure to bring the reflections that you feel comfortable sharing with your design team to the Week 5 Workshop. What was it like to work as a design team? What was most inspiring? What was most frustrating? What were the most successful aspects of the course for you? What were the weakest parts of the course? How Might We improve the course for next time?

190 +ACUMEN 15 MY STRENGTHS AND WEAKNESSES Take time to reflect on your personal growth. You likely felt more comfortable during some parts of the human-centered design process than others. This is entirely normal. Think back over the last four weeks. Which areas felt most natural? Where did you struggle? Why? For each phase in the human-centered design process (Discover, Ideate, and Prototype) mark where you fall on the axis between "I struggled" and "I excelled". Below that, write a few sentences about why. I struggled I excelled DISCOVER Why? What was your biggest "aha" moment during this stage? I struggled I excelled IDEATE Why? What was your biggest "aha" moment during this stage? I struggled I excelled PROTOTYPE Why? What was your biggest "aha" moment during this stage?

191 +ACUMEN 16 READINGS + REFLECTIONS + INSPIRATION 04 G ather Inspiration from the Google+ Community Find an Internet connection and hold onto that pencil or pen as we go searching for inspiration from around the world.

192 +ACUMEN 17 GLOBAL INSPIRATION See what people all over the world have done. More than 12,000 people from over 130 countries are taking this course and tackling the same three design challenges as you. Spend at least 20 minutes diving into the Google+ community and exploring what others have been doing for the last four weeks. Use the questions below to guide your search you'll be discussing what you find during the Week 5 Workshop with your team. If possible, consider bringing a few printouts of the ideas, pictures, or comments that were most inspiring. If you see something that interests you, reach out and ask questions. Prompt others to share their stories, processes and insights. Find similarities What concepts can you find on the Google+ community that closely resemble the idea(s) that your team prototyped? Can you find examples of a team working in a vastly different geographic context that designed a similar solution? Write down team names and a brief description below. Find differences Find examples of teams that created vastly different solutions to your design challenge. Can you find a team that had a similar design solution to you, but prototyped it in a much different manner? Can you find a team working in a similar geographic context as your team, but with a radically different solution?