So now, we've looked at four questions and how
these were used to produce some positive outcomes in
the good kitchen story, as well as, I know
many other stories that I could have told you about.
But design thinking is not a kind of one size fits all solution.
Design thinking works best on particular kinds of problems.
How do we identify the kinds of problems that design thinking is really suited
for versus those that our traditional analytic toolkit is better suited for?
Well, earlier, Jeremy talked about the differences between
mysteries and puzzles.
As one way to understand the difference
between the kinds of problems designed thinking solves,
relative to the more ordered, even if more
complex problems, that traditional analytics work well for.
Another way that designers have talked about
this distinction between different types of problems.
And which I have always found particularly
helpful, is the difference between problems that
are wicked versus problems that are tame.
With tame problems, we start with good agreement
about the definition of what the problem is.
We often have fairly relevant data, and we can determine cause and effect.
And so we can successfully use linear processes
and existing data to come up with an answer.
None of these conditions apply to wicked problems.
In wicked problems, the stakeholders involved can't even agree on a
definition of what the problem is, much less agree on a solution.
There may be a lot of data, but it's
not clear whether any of it is relevant, or how.
And the situation is often sufficiently complex and fluid,
so that we can't really confidently predict cause and effect.
And the only way to see if something works is to try it.
Those of us living in the US will
recognize, for instance, that healthcare is clearly a wicked
problem that we've been trying to solve, as though
it was a tame one for many decades here.
Here are a few questions to ask yourself as you consider whether the problems you
have might be wickid or tame, and so lend themselves to design thinking or not.
Well, the first question to ask is,
is this problem human centered? Design thinking is appropriate if a deep
understanding of the actual people, or users involved, is essential.
Linear analytic methods may be better if there are
few human beings involved in the problem or the solution.
A second question to ask is, how clearly do you understand the problem itself?
If we need to explore and perhaps build agreement even around
the definition of the problem, design thinking is an appropriate method.
On the other hand, if we understand the problem clearly and are sure
that we're solving the right one, linear methods may work better.
What's the level of uncertainty, is
another important question to ask yourself.
If there
are many unknowns, both large and small, and past
data is unlikely to help us, design thinking is appropriate.
If on the other hand, the data you've got on the
past is a pretty good predictor of the future, analysis works.
Finally, I'd encourage you to think about what data is already available to you.
If there's very
little relevant existing data, then design thinking is appropriate.
If, on the other hand, there are several clear
sources of analogous data, linear analytic methods may work better.
So, once you're sure you have the right kind of problems and opportunities for
design thinking to address, you're ready to roll up your sleeves and get started.
In our upcoming sessions, we will explore a
15 step model that will walk you through the
four questions, and help you think about the
kinds of design tools best suited to each stage.
We've talked today about what the first few of these important steps
look like.
Steps like identifying the right kinds of problem for design thinking.
And steps like then scoping the problem correctly.
And keep in mind how the good kitchen started
out, with too narrow a definition, and fix the menu.
We'll learn more about these tools as we go through the class.
You can always learn more about the tools and
process by turning to our book, Designing for Growth.
A detailed project field book will be available to accompany that next month.
And that will give you additional detail on the 15 steps.
You can also check out our website Design@Darden,
where we have a lot of material available
for you, as well as copies of selected
templates from the field book, that are already posted.
In particular, I want to remind you to explore more
about the three tools that we talked about today.
First, I'd like you to look at this video of journey mapping created by my
co-author, Tim Ogilvie.