Generating How Might We (HMW) Questions from Insights

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来自 Northwestern University 的课程

Leadership Through Design Innovation

个评分

Northwestern University

Leadership Through Design Innovation

个评分

课程 5（共 6 门，Specialization 组织领导）

Today’s workplace calls for a new style of leadership to embolden and accelerate innovation. Design offers a novel way to discover market opportunities, experiment to validate concepts and mitigate risk, and deliver value to all stakeholders. This course offers hands-on experience applying human-centered design process to real-world challenges, and requires you to explore the world around you. Learn how to engage with end users, effectively frame problems, identify potential solutions, and build prototypes to test assumptions and learn what works (and doesn’t). Then dive into a range of ways large and small to bring design innovation into your organization.

从本节课中

Using Design Principles to Innovate and Find Opportunities

You will learn that the first step in the design process is finding opportunities. Human-centered designers do so by immersing themselves in a particular user context to identify areas of focus for design innovation.

Design Research6:33

Tools and Techniques for Design Research5:31

Observations to Insights6:22

Generating How Might We (HMW) Questions from Insights3:46

与讲师见面

Elizabeth Gerber
Associate Professor, Co-director of the Research Cluster at the Segal Design Institute
McCormick School of Engineering and Applied Science (Segal Design Institute), School of Communication, Kellogg School of Management (by courtesy), School of Education and Social Policy (by courtesy)
Pam Daniels
Clinical Assistant Professor, Design Innovator in Residence
McCormick School of Engineering and Applied Sciences (Segal Design Institute)
Ed Colgate
Allen and Johnnie Breed University Design Professor, Professor of Mechanical Engineering, Director of the Engineering Design and Innovation Masters Program at the Segal Design Institute
McCormick School of Engineering and Applied Science
Greg Holderfield
Pentair - D. Eugene and Bonnie L. Nugent Clinical Associate Professor of Design, Director of the Segal Design Institute, Co-Director of the MMM Program
McCormick School of Engineering and Applied Science (Segal Design Institute)

[MUSIC]

In this video, we're going to focus on the role of insights and

the translation of them into how might we questions.

So let's talk about what how might we questions are and

how you can create ideas from insights.

Your goal now is to take your observations and

translate them into a variety of narrative insights,

which highlight opportunity areas for the users that you are designing for.

But what do we do with this information?

Our next step is to frame the insight into a how might we question.

It is these questions that turn problems into opportunities for design.

The how might we question should suggest that a solution is possible, while also

giving you room to flex your creativity and generate a variety of solutions.

They are simply short questions that launch brainstorms and

other forms of ideation.

One way to approach the construction of a how might we question would be

to look at your narrative insights and

reframe them as questions by adding, how might we, at the beginning?

For example, let's go back to our insight around home cleaning.

People lack tools for opportunistic cleaning, or

unplanned cleaning, which occurs much more frequently than planned cleaning.

Let's reframe that insight into a how might we question.

Here are three examples, how might we design a digital tool for supporting

opportunistic cleaning, which occurs much more frequently than planned cleaning?

How might we design a fun experience for supporting opportunistic cleaning?

How might we design a family engagement tool for

supporting opportunistic cleaning?

Always make sure your how might we question is focused so

that you can actually grasp the opportunity.

And yet allows for you to explore wild ideas that suggest what could be possible.

But how do you know if you're going too narrow or

broad with your how might we questions?

Martha Cotton is going to give us some pointers.

>> So now let's consider what you need to know about crafting the just right how

might we questions.

Let's go back to our insight around the common cold from the previous video.

People's experience of a cold consist of four discrete steps that each have their

own needs and behaviors.

An example of a how might we question that is too narrow,

how might we design a new tissue box?

That's too narrow because it limits brainstorming and

doesn't speak to a consumer need.

An example of a how might we question that is too broad,

how might we eradicate the common gold?

That's too broad to enable meaningful brainstorming.

An example of a how might we question that is just right,

how might we better support people during the initial stage of getting a cold,

when they are trying to alleviate symptoms?

This is just right because it is human centered, speaks to a real need, and

allows for meaningful brainstorming.

In short, a good how might we question will allow you to brainstorm in a focused,

meaningful way.

You'll know you've crafted a good how might we question

if it aids your brainstorming.

If they are too narrow or too broad, you and

your team will not find them helpful to spark ideas.

>> In the last few videos, you've learned about the fundamentals of design research.

How to make observations, turn those into insights,

and frame as a how might we question that facilitates brainstorming.

In the upcoming videos, we will discuss how to come up with a wide of ideas and

how to visualize your concepts.

But first, take the opportunity to put your newfound skills to the test.

We hope you learn a lot through your homework.

[MUSIC]

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