I developed this workshop for a group of Crashers through the Cooperative Trust at the ACUC (America's Credit Union Conference) in San Diego in June of 2012. Our goal was to better understand and develop concepts to serve the unbanked and underbanked in our society. http://trust.coop/what-we-do/

1. a d of d i thi ki
day f design thinking
6.17.2012
6 17 2012

2. Agenda: an intense day
9:00 to 9:30 Introductions: Who are we? What are we doing? Why?
9:30 – 10:00 Design Research: What is it? How is it done?
10:00 to 10:30 Secondary Research: What did we learn from the world?
10:30 to 10:45 b r e a k
10:45 to 11:45 Primary Research: What more can we learn?
11:45 – 1:00 Learn at Lunch: What are people’s needs and experiences?
1:00 to 1:30 b r e a k
1:30 to 2:30 Analysis and Synthesis: What are design opportunities?
2:30 to 4:00 Ideation: What might we create?
4:00 – 4:15 b r e a k
4:15 – 5:00 Decision-Making: What will we create?
6/17/2012 Cooperative Trust | Crash the ACUC 2

3. Storytelling!
• We are
documenting
with video
and photos so
SMILE!
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4. intros
i t
Who
Wh are we? Wh t are we doing? Wh ?
? What d i ? Why?

5. Welcome!
• We are gathered here to use
g
Design Thinking to explore
the question: How might
Credit Unions reach out to
those among us who are
currently unserved or
underserved by traditional
financial institutions?
• Today’s workshop fits into a
full week of action!
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6. Who are we?
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7. Alignment
• Let’s visualize this week’s
outcome and set
boundaries and constraints
• This week is…
is
• This week is not…
• Will be successful if…
• We are designing…
• We are not designing…
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8. design thinking
d i thi ki
What is
Wh t i it? How is it d
H i done?
?

9. Design Thinking
• There’s process, y , but the most important thing is to be
p , yes, p g
honestly curious…
• About people
• About your business
• About your industry
• About solutions
• … and to be open to the same.
• Don’t assume that you know the solution, or that you
understand the problem space
space.
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10. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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11. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
Research. Look at
the world.
the world
Outcomes: profiles, DATA IDEAS
OBSERVATIONS SOLUTIONS
stories, issues, pain‐
points, needs.
Stay unbiased.
S bi d Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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12. Design Thinking: What is it?
Apply structure. Abstract
Look for insight,
Look for insight,
meaning, relevance.
PATTERNS DIRECTION
Outcomes: FRAMEWORKS IMPERATIVES
frameworks, design
criteria, segments.
it i t
Allow uncertainty.
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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13. Design Thinking: What is it?
Abstract Ask, “So What?”
Build insights and
Build insights and
tie to business.
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES Outcomes: Design
principles, strategy,
opportunities
t iti
Think broadly.
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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14. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
Create things that
are new to the
world.
ld
DATA IDEAS
OBSERVATIONS SOLUTIONS Outcomes: ideas,
concepts, designs.
p
Keep it real.
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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15. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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16. Design Thinking: What is it?
• We will be going through this p
g g g process in one day, though it
y, g
often takes months to do thoroughly.
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
2–6 2–6
weeks weeks
4 – 10 4 – ?
weeks weeks
DATA IDEAS
OBSERVATIONS SOLUTIONS
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17. Design Thinking: What else is it?
• So that’s the process,
p ,
roughly.
• It’s important to understand
that it’
th t it’s an approach t
h to
problem-solving that is also
characterized by being
• Collaborative
• Human-based
• Iterative
• Multi-disciplinary
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18. Design Thinking: Abstract and Concrete
• One of the most difficult
things for people to
manage is ambiguity.
• W will wallow i
We ill ll in
abstraction for awhile – try
to be comfortable with that.
• We’re working towards
more concrete solutions as
we move from
understanding why to
thinking about what and
how.
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19. Design Thinking: Talking and Doing
Talk
T lk  D
Do
Talk  Do
Talk  Do
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20. Teams!
Talk  Do
• Teamwork is not easy. Do…
y
• Be nice!
• Practice your best listening skills. Don’t let enthusiasm
steamroll your team-mates
team mates.
• Participate fully.
• Be wrong. Your team will be there for you!
• B direct if something f l off on your t
Be di t thi feels ff team. Face it head-on.
F h d
• Know your role but be ready to pitch in on any task.
• Be bold. Strive to fail 
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21. Teams!
Talk  Do
• 5 people p team
p p per
• Work with people you don’t know
• Name your team!
• Hey, everyone’s gotta participate every step of the way!
But identify these roles. Write your role on a Post-It Note
and put it on your forehead.
• 1 - Time-keeper/Project Mgr. Critical! Keeper of the agenda. Must be an enforcer.
• 2 - Presenter/Storyteller Represent the group s work during share outs
Presenter/Storyteller. group’s share-outs.
• 3 - Lead Researcher. Like talking to people? Empathy important!
• 4 - Scribe/Note taker. If everyone copied your notes in college this is your job!
• 5-D Documentarian/Photographer. Channel your inner photo-journalist.
t i /Ph t h
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22. secondary research
d h
What
Wh t did we l
learn f
from th world?
the ld?

23. Secondary Research
Talk  Do
• We need to “get smart”
g
• Industry landscape
• Competitive strategies PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
• Competitive products
• Historical/cultural precedent
• Trends
• Pertinent technologies
• Expert opinions
• Sacred cows and holy grails
yg
• This also gives us clues
DATA IDEAS
about where to go in OBSERVATIONS SOLUTIONS
primary research
i h
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24. Secondary Research
Talk  Do
• What did we already learn?
y
• Multiple reasons for being UU…
where does the responsibility lie?
• Market is complex and sizable
complex,
60-88 million people
25% have prime credit, >50K/yr
•T d –b
Trends branchless b ki
hl banking, mobile
bil
money, micro-lending, NFC, GPS
• Products – only two cited were from
traditional FI
t diti l FIs
• Technology (great discussion!)
• History – community, simplicity, self-
reliance, reputation, social pressure,
barter, alternative currencies
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25. Secondary Research
Talk  Do
• Conclusion
• What are the three most relevant
things we’ve learned from secondary
research?’
• Key Questions
• Can a person be a financially
responsible UU?
• How can we get communities to
make better financial decisions?
• Wh are people trying to
What l i
accomplish, fundamentally?
• What are the infrastructures and
incentives i place now?
i ti in l ?
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26. primary research
i h
What
Wh t more can we learn?
l ?

27. Primary Research – why do it?
Talk  Do
• We are people making
p p g
products and services for
people, after all PATTERNS
FRAMEWORKS
DIRECTION
IMPERATIVES
• G th new, real
Gather l
observations and data
• But…resist the urge to
solve individual problems
DATA IDEAS
OBSERVATIONS SOLUTIONS
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28. Primary Research – why do it?
Talk  Do
• Challenge hypotheses and
g yp
assumptions
Clifford Geertz
• Beware ethnocentrism:
judging another culture solely “Man is
“M i an animal suspended i webs of
i l d d in b f
by the values and standards of significance he himself has spun… I take
one's own culture, especially culture to be those webs, and the analysis
of it to be therefore not an experimental
with concern to language,
g g ,
science i search of l
i in h f law b t an
but
behavior, customs and religion interpretative one in search of meaning.”
• Learn from different Our job: uncover and describe the
perspectives, experiences
perspectives experiences, systems of meaning within a particular
t f i ithi ti l
culture, decode the symbols in which it is
behavior and values expressed and conveyed, and describe the
• Mantra: “How interesting! behaviors and social relationships to which
these systems of meaning give rise.
th t f i i i
• Imagine you are wrong
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29. Primary Research Steps
Talk  Do
• Develop a clear research plan
p p
• Business questions
• Design questions
• Research questions
• Write field guide and interview
questions
• Plan fieldwork
• Logistics, travel plans
• Define and find participants
• Recruiting incentives release forms
Recruiting, incentives,
• Fieldwork!
• Document and care for the data
• Debrief regularly
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30. Methodologies
Talk  Do
• In-depth individual interviews
p
• Buddy interviews
• Observations
• Environment and Material Tours
• Shadowing
•CCollage, card sorts
• Journaling
• Experiential immersions
• Web surveys
• Prototype interaction / Concept testing
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31. Interviewing Tips
Talk  Do
It’s not a conversation, but it should feel like it is!
,
• Let the lead-researcher guide the interview
• They will give pauses for others to pitch in. Don’t make it an interrogation
Don t
• There really are no wrong answers. Don’t ever correct people
• Use open-ended, non-assuming questions
• Let the conversation meander, but cover topic areas.
• Know the protocol, and be prepared to abandon it.
• Take lots and lots (and lots) of notes, but not on your computers
We’re doing this in a conference room… it’s different in people’s homes.
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32. Interviewing Tips
Talk  Do
Other tips!
p
• Mirror their language. Even if it’s wrong
• Give
Gi e ample listening and empath c es
empathy cues
• Allow quiet pauses, for people to reflect
• It’s not about you – don’t talk about yourself
• Ask h
A k why, why, why, why, why!
h h h h !
Interviewing people about sensitive topics, like money…is different
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33. Documenting
Talk  Do
• Generally we’d video and audio record the entire
y
interview, and take as many pictures as possible. That
won’t be possible here.
• You will rely on your notes.
• When you do this work in the wild, feeding and caring for
your data is a big part of the job. It’s your gold, your
reason for being, and it represents the time and energy of
the people who participate so generously
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34. Debriefing
Talk  Do
• Debriefing immediately is key
g y y
• But remember: this is pre-analysis (concrete): keep it
about what you saw, not so much about what you think*
• To debrief:
• Describe the person and their situation.
• What are their main needs and pain points/?
• What was interesting about their behavior and solutions?
• What did you learn about your protocol topic areas?
• What surprised you? What did not surprise you?
• What were memorable quotes or moments from the interview?
• * The exception to this rule: What would be the perfect solution for
this person?
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35. Who do we want to talk to?
Talk  Do
• A note on recruiting p
g participants. Finding the right p p is
p g g people
critical, as the quality of the research relies on it.
• The person must have the right relationship with the
brand/product/service you are studying and be good to talk to
studying, to.
• There are four key steps to great recruiting
• Establish relevant criteria
• Write a screener
• Find a recruiting partner/develop a recruiting strategy
• Establish a rapport
• Other things to keep in mind
• Consider their relationship to p/b/s: user, hater, former user, aspirant
• Consider which users group(s) you want to talk to
• Demographic representation, sample size
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36. Our People
Talk  Do
• How we found our people: Craig’s List!
• Who are they?
• Alan Retired, worked at UCLA Medical Center. Doesn’t bank after
finding himself the victim of identity theft.
• Susan Unemployed, has experienced difficulties and moved from
Missouri. Having a bank account is too stressful and hard to control.
And now, she find, unnecessary.
• Antonio Student works at the Zoo. Doesn’t trust banks and resists
Student, Zoo Doesn t
joining one.
• Carla Student. Doesn’t trust banks and feels robbed by them
because of fees.
• Ozzy Machine operator. Thinks banks engage in unfair practices.
• Renee Unemployed, worked at social services. Had overdrafts at last
bank, doesn’t think she can get an account now.
• LaFonda Seasonal Customer Service worker. Uses a bank only a
few months of the year; otherwise unnecessary.
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37. Writing our Interview Guide
Talk  Do
• Think ahead to analysis!
y
• Craft your interview around these key areas:
• Personal Journey with Financial Institutions
• Current money management processes and behaviors
• Pain points and struggles
• Vision for the future
• Include an intro telling people what to expect
• Add some questions at the end about credit unions, if you
would lik !
ld like!
CRASHER REFRAME: The problem is getting the
underserved/banked in better financial condition. I say this instead of
“get the underserved/banked a banking relationship”
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38. Talk to the people!
Talk  Do
• Remember: they are
y
the experts, you are
100% ignorant when
it comes to the
experiences of the
people who walk in
this room. This is all
about them.
• Don’t think ahead Be
Don t ahead.
in the moment.
• Attention and respect!
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39. Talk to the people!
Talk  Do
Those who are reassigned - go to y
g g your new teams!
15 minutes getting settled (11:45 – Noon)
45 minutes interviewing (Noon – 12:45)
10 – 15 minutes d b i fi
i t debriefing w/ team (12:45 – 1 00)
/t (12 45 1:00)
Capture your thoughts on Post-it Notes
• Describe the person and their situation.
• What are their main needs and pain points?
• What was interesting about their behavior and solutions?
• Wh t did you l
What learn about your protocol t i areas?
b t t l topic ?
• What surprised you? What did not surprise you?
• What were memorable quotes or moments?
q
• What would be a perfect solution for this person?
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40. analysis and synthesis
l i d th i
What
Wh t are d i opportunities?
design t iti ?

41. Analysis
Talk  Do
• Now it’s time to dig in and
g
allow ourselves to move PATTERNS DIRECTION
into the abstract FRAMEWORKS IMPERATIVES
• Thi f t makes teams
This fact k t
crazy: there are countless
ways to analyze
qualitative research data,
and none of them are right
or wrong
DATA IDEAS
• Some outcomes: themes, OBSERVATIONS SOLUTIONS
need statements,
motivations and barriers,
frameworks
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42. What to do: Post-it Analysis
Talk  Do
• Sometimes called affinity
y
mapping
• Write down your observations
on Post its (you’ve started this!)
Post-its (you ve
• Put them up on a board
• Move them around
• T lk about th
Talk b t them
• Cluster them into categories of
like or similar things
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43. What to do: Other kinds of analysis
Talk  Do
A robust analysis phase includes a look at the data from
y p
many angles, some collaborative, some heads-down.
• Video analysis
• Transcript analysis
• Keyword analysis
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44. Outcomes: Themes
Talk  Do
• Themes are clusters of observations and findings that the
g
team feels are important coming out of the research. They
must be three things
• True: everyone on research agrees it’s true and relevant
it s
• Descriptive: including a title and a short description
• Suggestive: reframing or creating a new way of looking at the
problem or solutions
bl l ti
Examples of Themes
JARGON: Laptop owners don’t understand the terminology of the features
used to sell and market the products.
INTEROPERABILITY: Everyone experiences the same types of content across
the many devices the o n share and co o n
man de ices they own, co-own.
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45. Outcomes: Need Statements
Talk  Do
• Really thinking about needs can p
y g point to fruitful
opportunities for innovative solutions.
• Need statements look something like this:
__________ need ___________ so/because__________
Examples of Need Statements
• Non-tech savvy people purchasing laptops need to understand the technology on their
own terms because it looks like Greek to them.
• Nurses on surgical floors need ways to carry numerous irregularly shaped objects
because they are hustling between rooms & can’t carry everything at once.
• Jack and Jill need ways to transport water down the hill so they can avoid further injury
to crowns or tumbling downs
downs.
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46. Outcomes: Motivations & Barriers
Talk  Do
• Beyond just looking at needs, it’s helpful for us to understand
what motivates people to act, or prevents them from making
certain choices.
• Break it down by making lists to understand levers and
influence
• What motivates people to go to traditional financial institutions? To go
to alternative financial institutions?
• Wh t prevents people from going to alternative financial institutions?
What t l f i t lt ti fi i l i tit ti ?
From going to traditional financial institutions?
• What choices are made along the way as people manage their
money and what is motivating them or preventing them from making
alternative choices?
• Turn up y
p your empathy meter to answer these from their p
p y point of
view, not inserting your own judgment or assumptions.
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47. Bonus Outcomes: Frameworks
Talk  Do
• Frameworks are conceptual structures that describe and
p
solve complex issues. They’re ways of looking at data.
They must be three things:
• Accurate: must stand up to criticism (the team should do this)
• Clarifying: results in an aha!
• Actionable: suggesting insight that we can work with
EXAMPLES OF FRAMEWORKS
• Process or experience maps
• Typologies
• Taxonomies
• Process diagrams
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48. Synthesis
Talk  Do
• Synthesis is the
y
process of creating
PATTERNS DIRECTION
something new to the FRAMEWORKS IMPERATIVES
world,
world pointing toward
solutions, but firmly
rooted in analysis.
• Moving away from the
abstract (ideas, making
sense of the world)
world),
more into the concrete DATA IDEAS
OBSERVATIONS SOLUTIONS
(actions, impact on the
world)
ld)
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49. Opportunities
Talk  Do
• Once you have some themes and understand needs &
y
motivations, and have challenged your thinking with
frameworks, think about opportunities.
Create ways t h l ____ (d something) ____ b _____
C t to help (do thi ) by
Examples of Opportunity Statements
• Create ways to help homeless people get food by partnering with local
businesses.
• Create ways to help nurses on surgical floors ease carrying objects by
providing flexible storage and transport.
• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood
hill through mechanical means.
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50. The Design Thinking Roller-coaster
Talk  Do
The highs, the lows, the ups, the downs.
g , , p ,
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51. Analyze your data
Talk  Do
• Go back to your original teams. You should have
y g
experienced (at least) 3 interviews among you.
• Spend 30 minutes doing a Post-It analysis
• Tell stories and write stuff down
• Define 3 – 55…
• Themes that describe insights coming from your research
• Need Statements (______ need _______ so/because______)
• Motivations and Barriers
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52. Synthesize opportunities
Talk  Do
• Spend 15 minutes writing 3 opportunity statements
p g pp y
Create ways to help _______ do _______ by ___________
• Create ways to help homeless people get food by partnering with local
businesses.
• Create ways to help nurses on surgical floors ease carrying objects by
providing flexible storage and transport.
• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood
hill through mechanical means
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53. ideation
id ti
What i ht
Wh t might we design?
d i ?

54. Ideation
Talk  Do
• Commonly known as
y
“the fun part” PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
• Everything done in
research, analysis and
h l i d
synthesis has been
building up to this
• Make it real!
DATA IDEAS
OBSERVATIONS SOLUTIONS
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55. How to (and not to) Brainstorm
Talk  Do
• Defer judgment
j g
• Encourage wild ideas
• Build on each other’s ideas
• One conversation at a time
• Go for quantity not quality
DRAW! Write up each idea on a piece of paper and name it
SHARE! Talk about your ideas
Who has been in a brainstorming session before?
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56. Stuck?
Talk  Do
• Think of the worst, most dangerous solution
, g
• WW__D?
• Apple – exceptional design
• Virgin – sophisticated, hip experience
• Disney – themed immersion
• Nordstrom – customer service
• Download Oblique Strategies app
• Role-play radical experiences
• Storyboard out your best idea as a full compelling
experience, mapping every touch-point
• Attraction  Entry  Immersion  Exit  Extension
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57. Ideating at different levels
Talk  Do
• Think of your underlying ideation strategy. Challenge it.
y y g gy g
• Imagine you’re ideating new envelopes. Your strategy is to create
a better version of what exists today. You’ve got a lot of novel
ideas for designs. Now imagine that y
g g your strategy is to eliminate
gy
the need for what exists today.
• Imagine that your goal is to completely eliminate banking from
p p
people’s lives rather than to introduce them to credit unions.
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58. Our Opportunities
Talk  Do
• 20 Minutes – let’s share our opportunities with the g p
pp group
and select which ones we want to pursue!
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59. Ideation Process
Talk  Do
• Pick an opportunity! Ideate within it for 20 minutes
pp y
(generating MANY ideas)
• Spend 10 minutes as a team deciding on the one or two
BEST id
ideas
• Pick another! Ideate within it for 20 minutes (generating
MANY ideas)
• Spend 10 minutes as a team deciding on the one or two
BEST ideas
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60. decision-making
d i i ki
What ill
Wh t will we design?
d i ?

61. Decision-making process
Talk  Do
Frame the decision. What is our desired outcome?
Identify criteria. How will we judge the ideas? Pick 3.
• Meets user needs
• Convenient/easy to use for consumers
• Has business potential
• Relative ease of implementation
• Impact on CU movement
• New to the world
• Interesting use of technology
• Replaces predatory solution
• Etc.

62. Decision Process
Talk  Do
Put a colored dot on the concept for our top criteria…
p p
1: Red Dot
2: Yellow Dot
3: Green Dot
4: G
Googley Woogley eyes – Wow Factor!

63. Decision 2012
Talk  Do
 Each team presents the two BEST ideas that came out
of their brainstorming
 Voting and discussion of the TWO ideas that are worth
considering and pursuing
 Discuss how the rest of the week will use the above
process and techniques to further these two ideas along
through more focused research, analysis and ideation
 Concept Testing tips and techniques
p g p q

64. thank
th k you!
!
jnorvaisas@gmail.com
@jnorvaisas
608.358.6635