UX STRAT USA, Leo Frishberg and Dr. Charles Lambdin, "Presumptive Design Workshop"

Presumptive Design Workshop
Using Design Provocations to Reduce Strategy Risk
Leo Frishberg
Principal | Phase II, Portland OR
@leofrish
Charles Lambdin
UX Designer | Intel Corporation
@CGLambdin
UX Strat 15 Sept 2015@leofrish @cglambdin www.presumptivedesign.com

@leofrish @cglambdin
www.presumptivedesign.com Sept 2015
Presumptive Design
An Introduction
UX Strat 15

Agenda
UX Strat 15
Activity Time Activity Time
Intros 5 min
Engagement Session
Prep
15 min
Agenda/Objectives 5 min Artifact Preparation 15 min
What is PrD? 10 min Engagement Session 60 min
What is Strategy? 10 min Debrief / Analysis 15 min
Testing Strategies with
Artifacts
10 min Report-outs 15 min
Report-outs 5 min What is PrD? – Reprise 15 min
Assumptions and Objectives 10 min Closure / Q&A 15 min

UX Strat 15
• Introduce a rapid method of strategy
validation based on Design Thinking
• Apply the process to internalize its value
• Explore strategy validation as an approach to
risk reduction
The best way to predict the future is to invent it.
– Alan Kay, 1971, Dennis Gabor, 1963
Any sufficiently advanced technology is indistinguishable from magic.
– Arthur C. Clarke, 1961 – Clarke’s Third Law
Workshop
Objectives

Presumptive Design
Design Thinking Cycles, Strategy and
an Artifact-First Approach
Sept 2015 @leofrish @cglambdin www.presumptivedesign.com

www.presumptivedesign.com
Owen’s
Design
Thinking
Model
Sept 2015 UX Strat 15

Owen’s
Design
Thinking
Model
Finders
Makers

Owen’s
Design
Thinking
Model
Know
Apply

Kumar’s
Design
Thinking
Model

Sato’s
Design
Thinking
Model

Presumptive
Design
in the
Context of
Design
Thinking
Traditional UCD:
Discover first
Presumptive Design:
Conceptualize first

UX Strat 15
The Five
Principles
of
Presumptive
Design
Design to fail
Create, discover, analyze
Make assumptions explicit
Iterate, iterate, iterate
The faster you go the sooner you know
Have fun.

Presumptive
Design
Components
and
Timeline
UX Strat 15

UK Design
Council’s
Double
Diamond

What Is Strategy?
10-Minute Round Robin

What Is
Strategy?
• What game are you
playing and (where |
how) are you going to
win?
• Strategy ≠ Operation
Excellence; 5 forces—
Porter
• The choices (implicit and
explicit) made to achieve
competitive advantage in
a market. A basic
purpose of strategy is to
maximize the value of the
capabilities you have that
distinguish you from
competitors.
• Transient Advantage:
fluid strategy

Strategy
Validation

What Artifacts Embody Strategy?
A Brainwriting Exercise

Strategy
Validation
Rules for Divergent Thinking
• Defer Judgment
• Encourage wild ideas!
• First thoughts first
• “Yes and…” build on the
ideas of others
• Stay focused on the topic
• Hold one conversation at a
time
• Be visual!
• Go for “quantity over quality”
• Have fun!
Rules for Brainwriting
• Take a sticky note from your
stack
• Write as many ideas for an
artifact to test strategy as you
can—One per note!
• Keep your ideas short and
write clearly so others can
read them
• When you finish an idea,
place the note in the “pool”
(middle of the table)
• When you need inspiration,
take a note from the pool.

Athens Travel Office Strategy

Athens
Tourism
Office
Brief
• The Athens Tourism Office (ATO) would like to improve the overall experience
guests have when visiting the city, particularly holiday travelers. They already have
some ideas what to do, but need to see the big picture in order to prioritize funding
and to focus on areas that will have the most impact.
• First, the ATO is planning to significantly overhaul its website. The site has grown
organically over the past decade, and there are many complaints about finding
information. In particular, the federated reservations system for hotels is
incomplete, outdated and hard to use.
• Second, the ATO wants to offer mobile services and apps for travelers. With so
many options in the mobile arena, they are not sure where the best place to start
would be.
• Finally, ATO believes partnering with key service providers would improve the
travel experience of visitors. ATO already has information kiosks in tourist areas,
but they are looking to integrate more with partner services.
• You work for a research agency specializing in experience mapping. The ATO has
hired you to investigate and identify the most salient ways to bring the most value
to visitors. They are also looking for new opportunities previously overlooked. The
insight they hope to gain will help structure a multi-year program for improvement.

What Are the
Key
Assumptions
Behind this
Strategy?
• ATO has ideas but needs to prioritize
• ATO believes it needs to see “the big picture”
• ATO serves holiday travelers
• ATO believes its website needs to be
overhauled
• ATO believes it needs a mobile strategy
• ATO believes partnering with service
providers is key
• ATO is looking for most salient ways to add
most value to visitors
• ATO wishes to continue to exist
• ATO is prepared to take multiple years to
transition

Objectives

To Build the
Future, You
Need a
Definition of
‘Done’
S Specific: a single focus for each objective—no “and” or “ors”
M Measurable: a number—how many “things” will it take to be
considered done
A Attainable: will it be achievable in the time frame of the
exercise?
R Realistic: is it appropriate to the exercise you are performing?
T Time-bound: after how much time will you consider the
exercise done?

Engagement
Session
Objectives
Validate the top three assumptions behind
the ATO strategy
Identify at least three touch points in the
diagram key to supporting the strategy

Engagement Session Prep

Engagement
Session
Procedures
• This is like a usability test, but it isn’t a usability test.
• Prepare a minimal script to introduce the exercise and the diagram:
• “Thank you for joining us today!”
• “We’re helping a client understand their travel offerings to visitors to
Athens. To that end, we’ve created an experience diagram. We’d
appreciate your help in improving our diagram.
• “Please imagine you are taking a trip. Using the diagram indicate the
steps you would take to plan your trip.
• “Some of the steps may already be on the diagram, some may be
missing. We’ve provided additional sticky-notes for you to add steps.
For existing steps, you can place a ‘dot’ on the step.
• “As you work through your steps, please think aloud and help us
understand the decisions you’re making along the way.”

Engagement
Session
Procedures
• You will offer the visitor the artifact and let them proceed.
• Based on their reaction, you will take notes on what they say as
they perform the task.
• If they get stuck, or turn to you for help, this is a key opportunity to
learn more.
• Mirror their question back to them. (“What would you do in this
situation?”)
• Do not explain or present the diagram or ATO’s
expectations/strategy.
• Prompt them to consider their travel behavior as they attempt to
document it.
Remember: This is about ATO’s assumptions, some of which may
not be apparent until the visitor calls your attention to them!

The Task
• Ask the visitor to use the diagram to
plan their trip to Athens
• Offer them materials (sticky-notes,
pens, etc.) to add touch points to the
diagram they would use but aren’t
already there
• Have them add a “dot” to an existing
touch point they would use

Presumptive
Design
Roles
• You will have multiple opportunities to work
with external stakeholders.
• Choose a Facilitator. You can have several—
one for each visitor.
• All of the others become
Researchers/Observers
• The Facilitator role is subtle:
• Offer the artifact with a minimal introduction.
• Ask the visitor to perform the task.
• Become an improv artist based on the
visitor’s interactions.

Five Levels
of Prompts
1.Go do X.
2.You seem hesitant. Is there a problem?
3.How might you start doing X on Y?
4.We thought Y might be a useful place to
start X.
5.Great. Now let’s pretend you had
pressed Y. So go ahead and press Y.

Four Rules
for
Facilitators
1.You’re not there to present your design.
2.Act like a psychic.
3.Keep it about the present.
4.No prompts > Level 2.

Engagement Session

Analysis and Report Out

Process in Review

Closing
Considerations
and Feedback

References
• Buxton, Bill; Sketching User Experiences: Getting the Design Right and the Right
Design; Morgan Kaufmann; 2007
• Carroll, Lewis; Through the Looking-Glass and What Alice Found There; The
MacMilllan Company, New York, London, 1899
• Dubberly, Hugh; Evenson, Shelley; and Robinson, Rick; The Analysis-Synthesis
Bridge Model; http://www.dubberly.com/articles/interactions-the-analysis-synthesis-bridge-model.html
• Frishberg, Leo; Lambdin, Charles; Presumptive Design: Design Provocations for
Innovation. Morgan Kaufmann; 2015
• Frishberg, Leo; Presumptive design, or cutting the Looking-glass cake. Interactions,
Vol. 13, Iss. 1, 18-20; 2006
• Frishberg, Leo; Presumptive design, or cutting the Looking-glass cake. SAO Ignite,
March, 2012; http://www.slideshare.net/leofrish/presumptive-design-or-cutting-the-looking-glass-cake
• Laseau, Paul; Graphic Thinking for Architects and Designers; Van Nostrand, 1980
• Owens, Charles; Design Thinking: Notes on its Nature and Use; Design Research
Quarterly Vol. 2, N0. 1, January, 2007, pp. 16-27
• Sato, Steve; Using Design Thinking to Measure Design’s Impact; CHIFOO
Presentation, September 2013
http://www.chifoo.org/index.php/chifoo/events_detail/using_value_to_position_design_ux_and_hci_more_strategically_in_an_organiza/
• Sanders, Liz; Stappers, Pieter Jan; Convivial Toolbox: Generative Research for the
Front End of Design; BIS Publishers, 2013

UX STRAT USA, Leo Frishberg and Dr. Charles Lambdin, "Presumptive Design Workshop"

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