Design Thinking

Chapter 3: DT Definition Phase: Types of challenges in

organization, skills for definition of challenges, HMW technique for
defining the challenges
[Refer Chapter 1Text Book 1]

PREPARED BY : ARSHI NAIM

 1. Definition Phase
• Design thinking is not about pixels, look and feel, or visual aesthetics. It is a designer’s approach that can
also be applied by non designers to meet needs and solve people’s business, social, and everyday
problems.
• It is about going plural and crafting any kind of challenge at an organization regardless of its size.
• The design solution to the challenge may be a physical object, such as a new product, technology, or space;
or an intangible concept, such as a new service, process, or business model.
• Design thinking teams apply design methods such as personas, empathy mapping, and prototyping.
• Like designers, they use diagrams and sketches instead of classical specification documents and
spreadsheets.

• ‫ إﻧﮫ ﻧﮭﺞ اﻟﻣﺻﻣم اﻟذي ﯾﻣﻛن ﺗطﺑﯾﻘﮫ أﯾﺿﺎ ﻣن ﻗﺑل ﻏﯾر اﻟﻣﺻﻣﻣﯾن‬.‫ﻻ ﯾﺗﻌﻠق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﺑﺎﻟﺑﻛﺳل أو اﻟﺷﻛل واﻟﻣظﮭر أو اﻟﺟﻣﺎﻟﯾﺎت اﻟﻣرﺋﯾﺔ‬
.‫ﻟﺗﻠﺑﯾﺔ اﻻﺣﺗﯾﺎﺟﺎت وﺣل ﻣﺷﺎﻛل اﻟﻧﺎس اﻟﺗﺟﺎرﯾﺔ واﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﯾوﻣﯾﺔ‬
• .‫ﯾﺗﻌﻠق اﻷﻣر ﺑﺎﻟﺟﻣﻊ وﺻﯾﺎﻏﺔ أي ﻧوع ﻣن اﻟﺗﺣدي ﻓﻲ ﻣﻧظﻣﺔ ﺑﻐض اﻟﻧظر ﻋن ﺣﺟﻣﮭﺎ‬
• ‫ ﻣﺛل ﺧدﻣﺔ أو ﻋﻣﻠﯾﺔ أو ﻧﻣوذج ﻋﻣل‬، ‫ ﻣﺛل ﻣﻧﺗﺞ أو ﺗﻘﻧﯾﺔ أو ﻣﺳﺎﺣﺔ ﺟدﯾدة ؛ أو ﻣﻔﮭوم ﻏﯾر ﻣﻠﻣوس‬، ‫ﻗد ﯾﻛون ﺣل اﻟﺗﺻﻣﯾم ﻟﻠﺗﺣدي ﻛﺎﺋﻧﺎ ﻣﺎدﯾﺎ‬
.‫ ﺗطﺑق ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ أﺳﺎﻟﯾب اﻟﺗﺻﻣﯾم ﻣﺛل اﻟﺷﺧﺻﯾﺎت ورﺳم ﺧراﺋط اﻟﺗﻌﺎطف واﻟﻧﻣﺎذج اﻷوﻟﯾﺔ‬.‫ﺟدﯾد‬
• .‫ ﯾﺳﺗﺧدﻣون اﻟرﺳوم اﻟﺑﯾﺎﻧﯾﺔ واﻟرﺳوﻣﺎت ﺑدﻻ ﻣن ﻣﺳﺗﻧدات اﻟﻣواﺻﻔﺎت اﻟﻛﻼﺳﯾﻛﯾﺔ وﺟداول اﻟﺑﯾﺎﻧﺎت‬، ‫ﻣﺛل اﻟﻣﺻﻣﻣﯾن‬
 1. Definition Phase
• In most organizations, design thinking projects are initiated only to develop
innovative customer-facing products or services because they have a direct impact
on sales, profitability, customer satisfaction, and loyalty.
• ‫ ﯾﺗم ﺑدء ﻣﺷﺎرﯾﻊ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻓﻘط ﻟﺗطوﯾر ﻣﻧﺗﺟﺎت أو ﺧدﻣﺎت ﻣﺑﺗﻛرة ﺗواﺟﮫ‬، ‫ﻓﻲ ﻣﻌظم اﻟﻣؤﺳﺳﺎت‬
.‫اﻟﻌﻣﻼء ﻷن ﻟﮭﺎ ﺗﺄﺛﯾرا ﻣﺑﺎﺷرا ﻋﻠﻰ اﻟﻣﺑﯾﻌﺎت واﻟرﺑﺣﯾﺔ ورﺿﺎ اﻟﻌﻣﻼء ووﻻﺋﮭم‬
• The return on investment (ROI) of these projects is usually very high. However,
organizations should not underestimate the value of design thinking in overcoming
challenges in enterprise processes, such as human resources and supply chain
management.) ‫ ﻋﺎدة ﻣﺎ ﯾﻛون ﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر‬ROI) ‫ ﯾﺟب أﻻ ﺗﻘﻠل‬، ‫ وﻣﻊ ذﻟك‬.‫ﻟﮭذه اﻟﻣﺷﺎرﯾﻊ ﻣرﺗﻔﻌﺎ ﺟدا‬
‫ ﻣﺛل اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬، ‫اﻟﻣﻧظﻣﺎت ﻣن ﻗﯾﻣﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻓﻲ اﻟﺗﻐﻠب ﻋﻠﻰ اﻟﺗﺣدﯾﺎت ﻓﻲ ﻋﻣﻠﯾﺎت اﻟﻣؤﺳﺳﺔ‬
.‫وإدارة ﺳﻠﺳﻠﺔ اﻟﺗورﯾد‬
• Applying design thinking to solve the problems in these processes may bring huge
cost-savings with improved efficiency and productivity. ‫ﻗد ﯾؤدي ﺗطﺑﯾق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬
.‫ﻟﺣل اﻟﻣﺷﻛﻼت ﻓﻲ ھذه اﻟﻌﻣﻠﯾﺎت إﻟﻰ ﺗﺣﻘﯾق وﻓورات ﻛﺑﯾرة ﻓﻲ اﻟﺗﻛﺎﻟﯾف ﻣﻊ ﺗﺣﺳﯾن اﻟﻛﻔﺎءة واﻹﻧﺗﺎﺟﯾﺔ‬
Example of Definition in Design thinking
Organizations usually have three types of challenges:
1. Known / Knowns: The root cause of the problem is definitely known.
2. Known / Unknowns: Possible root causes of the problem are known.
3. Unknown / Unknowns: The team has no idea of the root causes of the problem.
:‫ﻋﺎدة ﻣﺎ ﺗواﺟﮫ اﻟﻣﻧظﻣﺎت ﺛﻼﺛﺔ أﻧواع ﻣن اﻟﺗﺣدﯾﺎت‬
.‫ اﻟﺳﺑب اﻟﺟذري ﻟﻠﻣﺷﻛﻠﺔ ﻣﻌروف ﺑﺎﻟﺗﺄﻛﯾد‬:‫ ﻣﻌروف‬/ ‫ ﻣﻌروف‬.1
.‫ اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ اﻟﻣﺣﺗﻣﻠﺔ ﻟﻠﻣﺷﻛﻠﺔ ﻣﻌروﻓﺔ‬:‫ ﻣﺟﮭول‬/ ‫ ﻣﻌروف‬.2
.‫ ﻟﯾس ﻟدى اﻟﻔرﯾق أي ﻓﻛرة ﻋن اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ ﻟﻠﻣﺷﻛﻠﺔ‬:‫ ﻣﺟﮭول‬/ ‫ ﻏﯾر ﻣﻌروف‬.3
 Organizations challenges
• Solving type 2 (complicated) and especially type 3 (complex) challenges requires a new way
of thinking with aspects of empathy, experimentation, and creativity. (‫ )اﻟﻣﻌﻘدة‬2 ‫ﯾﺗطﻠب ﺣل ﺗﺣدﯾﺎت اﻟﻧوع‬
.‫ )اﻟﻣﻌﻘد( طرﯾﻘﺔ ﺟدﯾدة ﻟﻠﺗﻔﻛﯾر ﻣﻊ ﺟواﻧب اﻟﺗﻌﺎطف واﻟﺗﺟرﯾب واﻹﺑداع‬3 ‫وﺧﺎﺻﺔ اﻟﻧوع‬

• Embodying all of these, design thinking is much more effective than classical methodologies
in solving complicated and complex challenges.
• .‫ ﯾﻌد اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ أﻛﺛر ﻓﺎﻋﻠﯾﺔ ﻣن اﻟﻣﻧﮭﺟﯾﺎت اﻟﻛﻼﺳﯾﻛﯾﺔ ﻓﻲ ﺣل اﻟﺗﺣدﯾﺎت اﻟﻣﻌﻘدة واﻟﻣﻌﻘدة‬، ‫ﺗﺟﺳﯾدا ﻟﻛل ھذه اﻷﺷﯾﺎء‬
• The key success factor in the definition phase is spending enough time to frame the
challenge as a specific, purpose-led, achievable, and crystal-clear statement.
• .‫ﯾﺗﻣﺛل ﻋﺎﻣل اﻟﻧﺟﺎح اﻟرﺋﯾﺳﻲ ﻓﻲ ﻣرﺣﻠﺔ اﻟﺗﻌرﯾف ﻓﻲ ﻗﺿﺎء وﻗت ﻛﺎف ﻟﺗﺄطﯾر اﻟﺗﺣدي ﻛﺑﯾﺎن ﻣﺣدد وﻣوﺟﮫ ﻟﻐرض وﻗﺎﺑل ﻟﻠﺗﺣﻘﯾق وواﺿﺢ ﺗﻣﺎﻣﺎ‬
• As Albert Einstein said, “If I had an hour to solve a problem, I would spend fifty-five minutes
thinking about the problem and five minutes thinking about solutions.” A concrete definition
of the design challenge at the start of the project is very important, because all of the other
efforts at later phases should be in alignment with the design challenge.
• ‫ ﻓﺳﺄﻗﺿﻲ ﺧﻣﺳﺎ وﺧﻣﺳﯾن دﻗﯾﻘﺔ ﻓﻲ اﻟﺗﻔﻛﯾر ﻓﻲ اﻟﻣﺷﻛﻠﺔ وﺧﻣس دﻗﺎﺋق ﻓﻲ اﻟﺗﻔﻛﯾر‬، ‫ "إذا ﻛﺎن ﻟدي ﺳﺎﻋﺔ ﻟﺣل ﻣﺷﻛﻠﺔ ﻣﺎ‬، ‫ﻛﻣﺎ ﻗﺎل أﻟﺑرت أﯾﻧﺷﺗﺎﯾن‬
‫ ﻷن ﺟﻣﯾﻊ اﻟﺟﮭود اﻷﺧرى ﻓﻲ اﻟﻣراﺣل اﻟﻼﺣﻘﺔ ﯾﺟب‬، ‫ ﯾﻌد اﻟﺗﻌرﯾف اﻟﻣﻠﻣوس ﻟﺗﺣدي اﻟﺗﺻﻣﯾم ﻓﻲ ﺑداﯾﺔ اﻟﻣﺷروع أﻣرا ﻣﮭﻣﺎ ﻟﻠﻐﺎﯾﺔ‬."‫ﻓﻲ اﻟﺣﻠول‬
‫أن ﺗﺗﻣﺎﺷﻰ ﻣﻊ ﺗﺣدي اﻟﺗﺻﻣﯾم‬
 Organizations challenges continue
• According to the butterfly effect in chaos theory, a small change at one place in a complex
system can result in large effects elsewhere.
• ‫ ﯾﻣﻛن أن ﯾؤدي ﺗﻐﯾﯾر ﺑﺳﯾط ﻓﻲ ﻣﻛﺎن واﺣد ﻓﻲ ﻧظﺎم ﻣﻌﻘد إﻟﻰ ﺗﺄﺛﯾرات ﻛﺑﯾرة ﻓﻲ ﻣﻛﺎن‬، ‫وﻓﻘﺎ ﻟﺗﺄﺛﯾر اﻟﻔراﺷﺔ ﻓﻲ ﻧظرﯾﺔ اﻟﻔوﺿﻰ‬
.‫آﺧر‬
• The formation details of a hurricane can be influenced even by the flapping of a butterfly’s wings
at a distinct location several weeks earlier.
• .‫ﯾﻣﻛن أن ﺗﺗﺄﺛر ﺗﻔﺎﺻﯾل ﺗﻛوﯾن اﻹﻋﺻﺎر ﺣﺗﻰ ﺑرﻓرﻓﺔ أﺟﻧﺣﺔ اﻟﻔراﺷﺔ ﻓﻲ ﻣوﻗﻊ ﻣﺗﻣﯾز ﻗﺑل ﻋدة أﺳﺎﺑﯾﻊ‬
• Similarly, an ambiguous definition of a design challenge will have an adverse rippling effect on all
other design thinking activities and will result in waste. As Ansel Adams said, “There is nothing
worse than a sharp image of a fuzzy concept.”
• ‫ ﻓﺈن اﻟﺗﻌرﯾف اﻟﻐﺎﻣض ﻟﺗﺣدي اﻟﺗﺻﻣﯾم ﺳﯾﻛون ﻟﮫ ﺗﺄﺛﯾر ﺳﻠﺑﻲ ﻋﻠﻰ ﺟﻣﯾﻊ أﻧﺷطﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ اﻷﺧرى وﺳﯾؤدي‬، ‫وﺑﺎﻟﻣﺛل‬
."‫ "ﻻ ﯾوﺟد ﺷﻲء أﺳوأ ﻣن ﺻورة ﺣﺎدة ﻟﻣﻔﮭوم ﻏﺎﻣض‬، ‫ ﻛﻣﺎ ﻗﺎل أﻧﺳل آداﻣز‬.‫إﻟﻰ إھدار‬
 Skills for Definition of the Challenge
• Concretization Design thinking teams should have strong concretization skills in order to
define even the most abstract challenge as a crystal-clear statement.
• .‫ﯾﺟب أن ﺗﺗﻣﺗﻊ ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ اﻟﺟﺳدي ﺑﻣﮭﺎرات ﺗﺟﺳﯾد ﻗوﯾﺔ ﻣن أﺟل ﺗﺣدﯾد ﺣﺗﻰ اﻟﺗﺣدي اﻷﻛﺛر ﺗﺟرﯾدا ﻛﺑﯾﺎن واﺿﺢ ﺗﻣﺎﻣﺎ‬
• They can improve their concretization skills by being involved in artful thinking activities. In
the art history, the advent of photography created a paradigm shift. Artists started to
produce more abstract works instead of realistic and figurative objects, because cameras
could already create a perfect image of these objects.
• ‫ ﺑدأ‬.‫ ﺧﻠق ظﮭور اﻟﺗﺻوﯾر اﻟﻔوﺗوﻏراﻓﻲ ﻧﻘﻠﺔ ﻧوﻋﯾﺔ‬، ‫ ﻓﻲ ﺗﺎرﯾﺦ اﻟﻔن‬.‫ﯾﻣﻛﻧﮭم ﺗﺣﺳﯾن ﻣﮭﺎراﺗﮭم اﻟﻣﻠﻣوﺳﺔ ﻣن ﺧﻼل اﻟﻣﺷﺎرﻛﺔ ﻓﻲ أﻧﺷطﺔ اﻟﺗﻔﻛﯾر اﻟﻔﻧﻲ‬
.‫ ﻷن اﻟﻛﺎﻣﯾرات ﯾﻣﻛﻧﮭﺎ ﺑﺎﻟﻔﻌل إﻧﺷﺎء ﺻورة ﻣﺛﺎﻟﯾﺔ ﻟﮭذه اﻷﺷﯾﺎء‬، ‫اﻟﻔﻧﺎﻧون ﻓﻲ إﻧﺗﺎج اﻟﻣزﯾد ﻣن اﻷﻋﻣﺎل اﻟﺗﺟرﯾدﯾﺔ ﺑدﻻ ﻣن اﻷﺷﯾﺎء اﻟواﻗﻌﯾﺔ واﻟﺗﺻوﯾرﯾﺔ‬
• Picasso’s bull painting is a perfect example of an abstract versus a concrete perception of the
same object. .‫ﻟوﺣﺔ ﺑﯾﻛﺎﺳو اﻟﺛور ھﻲ ﻣﺛﺎل ﻣﺛﺎﻟﻲ ﻋﻠﻰ اﻟﺗﺻور اﻟﺗﺟرﯾدي ﻣﻘﺎﺑل اﻹدراك اﻟﻣﻠﻣوس ﻟﻧﻔس اﻟﻛﺎﺋن‬
• The efforts to concretize abstract paintings, sculptures, and installations positively affect
concretization skills. ‫ﺗؤﺛر اﻟﺟﮭود اﻟﻣﺑذوﻟﺔ ﻟﺗﺟﺳﯾد اﻟﻠوﺣﺎت اﻟﺗﺟرﯾدﯾﺔ واﻟﻣﻧﺣوﺗﺎت واﻟﻣﻧﺷﺂت ﺑﺷﻛل إﯾﺟﺎﺑﻲ ﻋﻠﻰ‬
.‫ﻣﮭﺎرات اﻟﺗﺟﺳﯾد‬
• Dealing with philosophy also has a similarly positive impact on concretization skills, since its
main objective is also concretizing abstract concepts. ‫اﻟﺗﻌﺎﻣل ﻣﻊ اﻟﻔﻠﺳﻔﺔ ﻟﮫ أﯾﺿﺎ ﺗﺄﺛﯾر إﯾﺟﺎﺑﻲ ﻣﻣﺎﺛل‬
.‫ ﻷن ھدﻓﮭﺎ اﻟرﺋﯾﺳﻲ ھو أﯾﺿﺎ ﺗﺟﺳﯾد اﻟﻣﻔﺎھﯾم اﻟﻣﺟردة‬، ‫ﻋﻠﻰ ﻣﮭﺎرات اﻟﺗﺟﺳﯾد‬
 Techniques for Definition of the Challenge
• HMW Questions Technique Design thinking teams can use the “how might we”
(HMW) questions technique to define and frame the design challenge in a concrete
way. ‫ﺗﻘﻧﯾﺔ أﺳﺋﻠﺔ‬HMW ) "‫ﯾﻣﻛن ﻟﻔرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ اﺳﺗﺧدام ﺗﻘﻧﯾﺔ أﺳﺋﻠﺔ "ﻛﯾف ﯾﻣﻛﻧﻧﺎ‬HMW) ‫ﻟﺗﺣدﯾد وﺗﺄطﯾر ﺗﺣدي‬
.‫اﻟﺗﺻﻣﯾم ﺑطرﯾﻘﺔ ﻣﻠﻣوﺳﺔ‬
• HMW questions should not be too broad or too narrow. Wrong Design Challenge
Definitions “How might we be a more successful company?” (too broad) ‫ﯾﺟب أﻻ ﺗﻛون‬
‫أﺳﺋﻠﺔ‬HMW ‫ ﺗﻌرﯾﻔﺎت ﺗﺣدي اﻟﺗﺻﻣﯾم اﻟﺧﺎطﺋﺔ "ﻛﯾف ﯾﻣﻛﻧﻧﺎ أن ﻧﻛون ﺷرﻛﺔ أﻛﺛر ﻧﺟﺎﺣﺎ؟" )واﺳﻊ‬.‫واﺳﻌﺔ ﺟدا أو ﺿﯾﻘﺔ ﺟدا‬
(‫ﺟدا‬
• “How might we improve the sales of our dealers at remote locations by adding a
dealer search page on the mobile app?” (too narrow)
• ‫"ﻛﯾف ﯾﻣﻛﻧﻧﺎ ﺗﺣﺳﯾن ﻣﺑﯾﻌﺎت وﻛﻼﺋﻧﺎ ﻓﻲ اﻟﻣواﻗﻊ اﻟﺑﻌﯾدة ﻋن طرﯾق إﺿﺎﻓﺔ ﺻﻔﺣﺔ ﺑﺣث ﻋن اﻟﻣوزﻋﯾن ﻋﻠﻰ ﺗطﺑﯾق اﻟﮭﺎﺗف‬
(‫اﻟﻣﺣﻣول؟" )ﺿﯾق ﺟدا‬
• Right Design Challenge Definition “How might we improve the sales of our dealers
at remote locations?”
• "‫ﺗﻌرﯾف ﺗﺣدي اﻟﺗﺻﻣﯾم اﻟﺻﺣﯾﺢ "ﻛﯾف ﯾﻣﻛﻧﻧﺎ ﺗﺣﺳﯾن ﻣﺑﯾﻌﺎت وﻛﻼﺋﻧﺎ ﻓﻲ اﻟﻣواﻗﻊ اﻟﺑﻌﯾدة؟‬
 Crafting Design Challenges
• Design thinking is very similar to craftsmanship in the sense that applying effective techniques is a silver bullet in
the design of successful solutions.
• .‫ﯾﺷﺑﮫ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ إﻟﻰ ﺣد ﻛﺑﯾر اﻟﺣرﻓﯾﺔ ﺑﻣﻌﻧﻰ أن ﺗطﺑﯾق اﻟﺗﻘﻧﯾﺎت اﻟﻔﻌﺎﻟﺔ ھو رﺻﺎﺻﺔ ﻓﺿﯾﺔ ﻓﻲ ﺗﺻﻣﯾم اﻟﺣﻠول اﻟﻧﺎﺟﺣﺔ‬
• Design thinking teams apply many useful techniques at each phase of the project:
• :‫ﺗطﺑق ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ اﻟﻌدﯾد ﻣن اﻟﺗﻘﻧﯾﺎت اﻟﻣﻔﯾدة ﻓﻲ ﻛل ﻣرﺣﻠﺔ ﻣن ﻣراﺣل اﻟﻣﺷروع‬
• Definition: HMW questions ‫ أﺳﺋﻠﺔ‬:‫ﺗﻌرﯾف‬HMW
• Research: personas, interviews, user observation ‫ اﻟﺷﺧﺻﯾﺎت واﻟﻣﻘﺎﺑﻼت وﻣراﻗﺑﺔ اﻟﻣﺳﺗﺧدم‬:‫اﻟﺑﺣث‬
• Interpretation: mind mapping, empathy mapping, customer journeys, affinity diagrams
• ‫ ﻣﺧططﺎت اﻟﺗﻘﺎرب‬، ‫ رﺣﻼت اﻟﻌﻣﻼء‬، ‫ رﺳم ﺧراﺋط اﻟﺗﻌﺎطف‬، ‫ رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ‬:‫اﻟﺗﻔﺳﯾر‬
• Idea generation: brainstorming, brain dumps, reverse brainstorming, value proposition canvas
• ‫ ﻗﻣﺎش ﻋرض اﻟﻘﯾﻣﺔ‬، ‫ اﻟﻌﺻف اﻟذھﻧﻲ اﻟﻌﻛﺳﻲ‬، ‫ ﻣﻘﺎﻟب اﻟدﻣﺎغ‬، ‫ اﻟﻌﺻف اﻟذھﻧﻲ‬:‫ﺗوﻟﯾد اﻷﻓﻛﺎر‬
• Prototyping: low fidelity prototyping, storyboards
• ‫ اﻟﻘﺻص اﻟﻣﺻورة‬، ‫ اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ ﻣﻧﺧﻔﺿﺔ اﻟدﻗﺔ‬:‫اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ‬
• Evaluation: interviews, focus groups, user observation
• ‫ ﻣﻼﺣظﺔ اﻟﻣﺳﺗﺧدم‬، ‫ ﻣﺟﻣوﻋﺎت اﻟﺗرﻛﯾز‬، ‫ اﻟﻣﻘﺎﺑﻼت‬:‫اﻟﺗﻘﯾﯾم‬
Examples of HMW technique
 Examples of HMW
• For instance they don’t have to limit usage of the HMW (how might we) questions only to define the
challenge
• ‫ ﻻ ﯾﺗﻌﯾن ﻋﻠﯾﮭم اﻟﺣد ﻣن اﺳﺗﺧدام أﺳﺋﻠﺔ‬، ‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬HMW (‫ﻛﯾف ﯾﻣﻛﻧﻧﺎ( ﻓﻘط ﻟﺗﺣدﯾد اﻟﺗﺣدي‬
• HMW questions can also be used at brainstorming sessions
• ‫ﯾﻣﻛن أﯾﺿﺎ اﺳﺗﺧدام أﺳﺋﻠﺔ‬HMW ‫ﻓﻲ ﺟﻠﺳﺎت اﻟﻌﺻف اﻟذھﻧﻲ‬
• prototypes can be used in the research phase (in addition to the evaluation phase) to better
communicate with target audience
• ‫ﯾﻣﻛن اﺳﺗﺧدام اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ ﻓﻲ ﻣرﺣﻠﺔ اﻟﺑﺣث )ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﻣرﺣﻠﺔ اﻟﺗﻘﯾﯾم( ﻟﻠﺗواﺻل ﺑﺷﻛل أﻓﺿل ﻣﻊ اﻟﺟﻣﮭور اﻟﻣﺳﺗﮭدف‬
• interviews and user observation techniques can be used in both the research and the evaluation
phases;
• ‫ﯾﻣﻛن اﺳﺗﺧدام اﻟﻣﻘﺎﺑﻼت وﺗﻘﻧﯾﺎت ﻣراﻗﺑﺔ اﻟﻣﺳﺗﺧدم ﻓﻲ ﻛل ﻣن ﻣرﺣﻠﺗﻲ اﻟﺑﺣث واﻟﺗﻘﯾﯾم ؛‬
• and affinity diagrams can be used to not only group and analyze research data but also to organize
ideas generated in brainstorming sessions.
• ‫وﯾﻣﻛن اﺳﺗﺧدام ﻣﺧططﺎت اﻟﺗﻘﺎرب ﻟﯾس ﻓﻘط ﻟﺗﺟﻣﯾﻊ وﺗﺣﻠﯾل ﺑﯾﺎﻧﺎت اﻟﺑﺣث وﻟﻛن أﯾﺿﺎ ﻟﺗﻧظﯾم اﻷﻓﻛﺎر اﻟﻣﺗوﻟدة ﻓﻲ ﺟﻠﺳﺎت اﻟﻌﺻف‬
.‫اﻟذھﻧﻲ‬
 Design thinking Objective
• Design thinking teams should focus on generating outcomes (solutions) rather than outputs
(deliverables).
• .(‫ﯾﺟب أن ﺗرﻛز ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻋﻠﻰ ﺗوﻟﯾد اﻟﻧﺗﺎﺋﺞ )اﻟﺣﻠول( ﺑدﻻ ﻣن اﻟﻣﺧرﺟﺎت )اﻟﺗﺳﻠﯾﻣﺎت‬
• The objective of the team should not be to produce fancy documents and diagrams.
• .‫ﻻ ﯾﻧﺑﻐﻲ أن ﯾﻛون ھدف اﻟﻔرﯾق ھو إﻧﺗﺎج ﻣﺳﺗﻧدات وﻣﺧططﺎت ﻓﺎﺧرة‬
• Instead, they should aim to design a solution that best meets the needs of the target audience.
• .‫ ﯾﺟب أن ﯾﮭدﻓوا إﻟﻰ ﺗﺻﻣﯾم ﺣل ﯾﻠﺑﻲ اﺣﺗﯾﺎﺟﺎت اﻟﺟﻣﮭور اﻟﻣﺳﺗﮭدف ﻋﻠﻰ أﻓﺿل وﺟﮫ‬، ‫ﺑدﻻ ﻣن ذﻟك‬
• Techniques should be used as tools to make these efforts more convenient.
• .‫ﯾﺟب اﺳﺗﺧدام اﻟﺗﻘﻧﯾﺎت ﻛﺄدوات ﻟﺟﻌل ھذه اﻟﺟﮭود أﻛﺛر ﻣﻼءﻣﺔ‬