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In this lesson you're going to make sense
of all the data that you collected.

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The reason you want to make sense of
it is right now they're just disparate

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data points.

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You need to organize them and
form them into insights

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that then will drive ideation to
help you create the meaningful and

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accessible experiences
that you want to design.

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Let's start with a formal
definition of sensemaking first.

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This is by some psychologists and

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I think really captures the essence
of what sensemaking is.

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Sensemaking is a motivated,

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continuous effort to understand
connections which can be among people,

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places and events in order to anticipate
their trajectories, and act effectively.

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So, where do you start?

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It's an ambitious goal,
but how do you start?

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The first thing that you want to do is
lay out all the data that you collected.

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What I like to do, is find a space,
maybe a corner of a room or

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even a large sheet of cardboard.

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Post up everything that you've got.

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So you'll wanna write, post up
photographs, quotes that you've collected,

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perhaps drawings that you made during
an observation, any artifacts you have.

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You may have collected a few
products along the way that

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the people you are observing like to use.

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One of my favorite things that we've once
done during a laying out of all the data

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is to actually play the music
that our people for

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whom we are designing were listening to.

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In this case,
it was Indian Bollywood music.

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It totally transformed the space, and
reminded us who we were designing for, and

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what was important to them.

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Many people find making
sense of the data difficult.

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I'm gonna give you four synthesis
techniques that I find are easy to use and

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quickly help you make sense of the data.

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The first technique I'm gonna teach you
is personas, the second is journey maps,

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the third is diagrams, and
the fourth is the two by two matrix.

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By the end of this you'll have a much
better sense of all that data points you

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collected, and a sense of how
to move forward with the data.

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Let's start with personas.

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Personas help create memorable,

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realistic characters that
represent the set of stakeholders.

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Consider for example, the research
we were doing on an e-commerce site.

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We interviewed many people, very different
people have different interests, but

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in the end we made a composite character
that captured many of the needs and

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the values of those people together.

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So what's the first step
in creating persona?

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Much like in organizing data,
you wanna get out all the information.

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You wanna think about a couple things.

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What are all the things that
people said that you talked to?

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What were all the things
that they were thinking?

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What did they tell you were thinking?

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What were they feeling, and
then what were they doing?

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Get this all out.

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I find it's helpful if you
put it on post it notes and

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spread it out on a table with your team,
to look at it all together.

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Next you're gonna want to pool all this
information together in a formal persona.

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Let's walk through this persona of Bae.

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This persona was made also for
an e-commerce site.

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They were interested in helping busy,
young workers shop for groceries.

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Let's look at the elements
of this persona.

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In the upper left,
you have a photograph of the person.

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There are many different people
that this persona was based on, and

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this is one picture that
captures many of the elements.

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He's a young guy.

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He's single, lives in Korea,
and his name is Bae.

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There's a quintessential quote that
captures the essence of this person.

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In this case, Bae's case,
my life is too busy to shop.

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So if there's one thing you need to know
about this person, he's just too busy.

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Down below we have details
about the personal profile.

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These are more details about how
Bae gets to work, where he lives,

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what he prioritizes,
a little more of the story behind him.

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So you feel like you know him by the end.

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On the right you have key attributes.

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These are the critical attributes
that are going to inform your design.

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In the case of Bae, he works long hours,
he dreads grocery shopping,

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and he commutes on the subway to work.

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Next you want to articulate
those specific attributes

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that are related to the shopping
experience that you care about.

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In this case, Bae likes routine,
he buys the same thing every week, and

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he doesn't own a car.

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Because this is an online website
that they were developing

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we have some details about his
internet usage, some goals, and

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then a reminder of what
the company's goals.

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Persona should be something that
you reference throughout the design

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process to remind yourself who is
it that you're designing for, and

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when you have a question about
which design direction to go,

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you may ask yourself,
what would they prefer?

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The next method I'd like
to discuss is journey maps.

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Journey maps capture the critical things
that people say, think and do, and

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feel at critical touch points
throughout the experience.

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The main difference
between a journey map and

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a persona is that a journey map
occurs over a period of time.

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Consider this journey map from
a project that was worked on

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by a team looking at
families with down syndrome.

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They first started thinking,

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what are the critical touch points
of a family with down syndrome.

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The way they decided to break this
up based on their research was,

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when the baby's born,
when they go to grade school, and

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when they transition into adulthood.

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That allowed them to think about
the critical things that the families and

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the students were thinking and feeling and
doing at each moment, and what were

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opportunities for design to come in and
improve those different periods of time.

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What I like about journey maps is it makes
you think about the experience over time.

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Too often when we're designing, we often
just think about one small experience and

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forget that it's often situated in
a sequence of many activities over

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a person's lifetime.

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The third technique I'll discuss
with you is diagramming.

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Diagramming is probably a technique you've
used in many aspects in your life before.

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It's about categorizing
information into meaningful areas.

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So what are effective
approaches to diagramming.

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First, what you're gonna want to do
is your gonna look for broad themes.

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Now, you're gonna find
different kinds of themes.

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You may find one theme that
fits all of the categories.

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If you find one theme that
fits all the categories,

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try to break it down
into different themes.

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One good technique for doing this,
is to do this on sticky notes.

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So you may put a item in one
category at first, and over time,

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change the categories and
put it in another.

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Then what you're going to do, once you
have themes that you're comfortable

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with and
your teammates are comfortable with,

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you're gonna try and
make connections between them.

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You're gonna figure out,
how do these themes relate, and

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what are tensions between these themes,
and by understanding the relationship,

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you're gonna understand opportunities
where design can help resolve tension,

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or perhaps strengthen
the connection between two things.

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The last technique I wanna talk to
you about is the two by two matrix.

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This is about comparing data
by two different attributes.

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Consider the following two by two matrix.

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This was used by the woman
designing the community blog for

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her company that I discussed earlier.

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She wanted to think that there were
many people in her company that were

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interested in being on this blog, but
she couldn't prioritize all of them, and

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she couldn't design for
all of them effectively.

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So she thought,
what are the two critical attributes?

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In her mind they were,
who has power in the organization, and

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who has a passion for
the topics on the community blog.

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So on the X axis, she put power, and on
the Y axis she put passion, and as you'll

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see, she then tried to think who are
people with high passion and high power.

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Well, those are the people we
wanna engage daily on the blog.

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The people with low passion and high
power well, we'll keep them satisfied,

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and then the people with low power and
low passion will maintain the pulse.

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So this is a community blog, we want
to know what everybody is thinking but

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we won't actively attend to them,
and finally,

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the people with low power and
high passion.

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Well, we'll keep them informed.

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And by coming up with this matrix
of the various stakeholders,

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she was able to design features
that primarily supported

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the upper right quadrant, but
also attended to the other ones.

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Now that you've done the research and

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you have some key insights
into how people work,

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the sequence of events in which they work,
and the context in which they're working.

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It's time to identify opportunity areas.

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Let me give you a case study
to illustrate how this works.

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Consider this pair of glasses.

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It's an adjustable pair
of glasses that allow you

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to adjust the lens strength on the go.

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I could use them and
then hand them off to a family member,

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who could then put them on and
adjust them for their ability.

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Well, these didn't just come about.

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Somebody had to identify
the opportunity area first.

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Let's consider how they did this
using an opportunity area mad lib.

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You'll notice you want to think about
the people first, then add the need and

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then the insight.

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So here's an example, these designers
realized that people with poor vision,

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like myself, need a way to read
when glasses are lost or broken.

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This is a lovely opportunity area from
which they then could brainstorm a whole

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different set of solution.

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One perhaps was glasses, another
perhaps was a set of contact lenses.

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Another perhaps was a different set of
reading materials that had larger text.

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There's a whole different set
of answers that you could,

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solutions that you could brainstorm
based on this opportunity area.

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One thing I wanna warn you about, it is
to make sure that you don't make your

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opportunity area embed a solution in it.

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So, here's an example of a bad opportunity
area statement that would have only led

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to one solution and not a breadth
of solutions that are necessary for

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getting to an innovative idea.

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They could have said,

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people with poor vision need a pair
of glasses that are adjustable.

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That would have lead them directly to
this solution, but they may not have been

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able to consider a whole host of other
solutions that inform this final solution.

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So in this lesson, you learned techniques
for making sense of what people say and

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do, and
translating that into what it means.

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The deep insights that are gonna
help you create meaningful and

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accessible experiences for
everybody to enjoy.