The document proposes a new design process model that is more agile and iterative than the traditional linear model of empathize, define, ideate, prototype, test. The new model frames design as the co-evolution of problem and solution spaces represented visually through "design arenas" of purposes, beneficiaries, evaluations, and artifacts. Sprints are used to iteratively refine these arenas rather than rigidly progressing through phases. Tools like a design kanban board and design arenas canvas are suggested to manage tasks and visualize the evolving design spaces. The document encourages being conscious of process models and applying the new model to challenge existing approaches.

1. RE-THINKING
DESIGN THINKING
Panu Korhonen
designer, researcher, leader
+358 50 3010 432
panu@nordkapp.fi

2. www.nordkapp.fi
@Nordkapp
DESIGN SOLVES
WICKED PROBLEMS

4. Building Shared Understanding of Wicked Probkems, Karen Christensen’s interview of Jeff Conkin
Six characteristics of Wicked Problems - Ken Christensen & Jeff Conkin
1. You don’t understand the problem until you have
developed a solution.
Every solution that is offered exposes new aspects of the
problem, requiring further adjustments to the potential solutions.
There is no definitive statement of ‘the problem’: these
problems are ill-structured and feature an evolving set of
interlocking issues and constraints.
2. There is no stopping rule.
Since there is no definitive ‘the problem’, there is also no
definitive ‘the solution.’ The problem-solving process ends
when you run out of resources such as time, money or energy,
not when an optimal solution emerges.
3. Solutions are not right or wrong.
They are simply ‘better/worse’ or ‘good enough/not good
enough’. The determination of solution quality is not objective
and cannot be derived from following a formula.
4. Each is essentially unique and novel.
No two wicked problems are alike, and the solutions to them
will always be custom designed and fitted. Over time we can
acquire wisdom and experience about the approach to wicked
problems, but one is always a beginner in the specifics of a new
wicked problem.
5. Every solution is a ‘one-shot operation’.
Every attempt has consequences. This is the ‘Catch 22’ of
wicked problems: you can’t learn about the problem without
trying solutions, but every solution is expensive and has lasting
consequences that may spawn new wicked problems.
6. There is no given alternative solution.
A host of potential solutions may be devised, but another host
are never even thought of. Thus it is a matter of creativity to
devise potential solutions, and a matter of judgement to
determine which should be pursued and implemented

5. “Interaction Design must be
agile and solve the most wicked
societal problems. ”

6. www.nordkapp.fi
@Nordkapp
CURRENT DESIGN
PROCESS IS FLAWED

7. Current dominant design thinking process
empathize define ideate prototype test

8. Very little variation throughout the design community

9. What is wrong with current design thinking process?
1. It’s a waterfall
2. The order is unrealistic
3. It consists of activities but not results
empathize define ideate prototype test

10. www.nordkapp.fi
@Nordkapp
WHY IS THIS A
PROBLEM?

11. Why is this a problem?
We are prisoners of our
vocabulary
and
visualizations.

12. Why is this a problem?
We tend to retrofit all projects to
this model.
empathize define ideate prototype test
Therefore the model limits how we design.

13. www.nordkapp.fi
@Nordkapp
1. IT’S A WATERFALL

14. It’s a waterfall
empathize define ideate prototype test
The process is presented as a phased, linear waterfall.
It does not align with modern agile or lean processes.
Software abandoned waterfall long time ago.
When will design go agile?
(The backwards pointing iteration arrows in many charts is only a patch solution.)

15. empathize define ideate prototype test
Turning the process from waterfall to agile
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N

16. The new design process is agile
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
empathize
define
ideate
prototype
test
Agile design process is organized in sprints.
Each sprint can include any or all of the activities, as needed.
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N

17. www.nordkapp.fi
@Nordkapp
2. THE ORDER IS
UNREALISTIC

18. The order is unrealistic
Maher, Poon, Boulanger: Formalising design as co-evolution, 1996
The problem cannot be defined in the
beginning of the process.
“You don’t understand the problem until you have developed a
solution” (Rittel & Webber, 1973)

19. Fixing the problem too early
empathize define ideate prototype testProblem Solution
The old model defines the problem early in the
process.
After that it is too costly to change the problem
definition and rewind back to beginning.

20. Forcing the starting point to be a problem
empathize define ideate prototype testProblem Solution
The starting point for design is not necessarily a problem.
It can be a product idea that needs validation, or existing
system that needs improvement.
The rigid phased model requires to formulate these as
problems.

21. In the new process, problem and solution co-evolve
Solution
Problem
Initial assumptions Final output
In new model the problem and the solution co-evolve
throughout the process.
The maturity and confidence increase until the end.
It’s ok and useful to have a solution ideas in the beginning.
They help mapping out the problem space.
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N

22. www.nordkapp.fi
@Nordkapp
3. ACTIVITIES INSTEAD
OF RESULTS

23. No inputs, no outputs
What are the inputs and outputs
of the phases?
empathize define ideate prototype test
The current model doesn’t define the inputs or the outputs. What
outputs do we need in order to move on to next phase?
If we focus only on activities, we don’t question if these activities are
useful. We do them because process tells us to.

24. The invisible inputs and outputs
There are outputs, but they are not
visualized in the process.
problem
target group
question
objective
driver
priority
context
task
criteria
benefit
feature
service
solutionappearahce
brand
enabler
technology
device
app
ad
empathize define ideate prototype test

25. Evolving problem and solution spaces
The inputs and outputs consist of evolving
problem and solution spaces.
problem
target group
question
objective
driver
priority
context
task
criteria
benefit
feature
service
solutionappearahce
brand
enabler
technology
device
app
ad
empathize define ideate prototype test
Solution
Problem

26. Design arenas
These can be formulated as
design arenas.
empathize define ideate prototype test
Purposes
Beneficiaries
Evaluations
Artefacts

27. Design arenas in the new design process
Design arenas evolve with the new agile design process.
They exist in the beginning, and they form the results of the
process at the end.
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N
Purposes
Beneficiaries
Evaluations
Artefacts

28. Design arenas in the new design process
Purposes what is it for, improved benefits,
reduced or removed costs and risks
Beneficiaries who is it for: users, customers, stakeholders;
also maleficiaries
Artifacts technologies, competition, features, prototypes,
digital services, physical products, etc.
Evaluations research, studies; how the artifacts fit the purpose
for the beneficiaries
Gilbert Cockton: Design isn't a Shape and It Hasn't Got A Centre: Thinking BIG About
Excellences in Post-Centric Interaction Design, MIDI conferencem 2013

29. www.nordkapp.fi
@Nordkapp5. New visualizations
THE NEW DESIGN
PROCESS

30. Who do we expect to be the beneficiaries?
What are the purposes of the outcome? How will it
benefit the beneficiaries? What are the metrics?
Are there existing artifacts? Do we have ideas for the
new artifacts? What are the tech capabilities and
limitations?
Are there earlier relevant studies and evaluation reports?
Create the first design arenas canvas and kanban board
Sprint 0: Set-up the process
SPRINT 1 SPRINT 2 SPRINT NSPRINT 0

31. Sprint 1: Design
Select the items of least confidence among beneficiaries,
purposes, artifacts, evaluations.
Review the available people vs. needs and time/
resources left.
Plan the activities and select the methods for this sprint.
Plan tentatively ahead for the next couple of sprints.
Update the design kanban board
Perform the planned activities. Keep design canvas up-
to-date
Review sprint results
Arrange a sprint retrospective
SPRINT 0 SPRINT 2 SPRINT NSPRINT 1

32. Sprint 2… Repeat
Select the items of least confidence among beneficiaries,
purposes, artifacts, evaluations.
Review the available people vs. needs and time/
resources left.
Plan the activities and select the methods for this sprint.
Plan tentatively ahead for the next couple of sprints.
Update the design kanban board
Perform the planned activities. Keep design canvas up-
to-date
Review sprint results
Arrange a sprint retrospective
SPRINT 0 SPRINT NSPRINT 1 SPRINT 2

33. Sprint N: Release and plan forward
Review and release the final version of the
artifacts.
Review the status and initial designs for the
next releases.
Review purposes as targets for post-release
metrics and targets for next releases
Plan for post-launch evaluations with the
beneficiaries: tests, surveys and analytics
Arrange a project retrospective
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N

34. www.nordkapp.fi
@Nordkapp5. New visualizations
TOOLS FOR THE
NEW PROCESS

35. Tools for new design process
Purposes
Evaluations Artefacts
Beneficiaries
The New Design Process
Design Arena Canvas
The Design Arena Canvas comes from Nordkapp, Helsinki.
www.nordkapp.fi
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International License.
Year & project name
What should the end state be after introducing the
artefacts to the world. What are they for and how
do they benefit the beneficiaries?
Persons or entities that benefit from the
results of the design.
Plans, activities and results where we analyse how
the artefacts (or prototypes of them) fit the purpos-
es for the beneficiaries
The intangible or tangible, physical or digital as-
pects of the results. These are typically the results
that you associate with the word design in the tra-
ditional sense
DESIGN KANBAN DESIGN ARENAS CANVAS
Managing design tasks Visualizing the evolving design arenas
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N

36. TODO IN PROGRESS DONE
Purposes
Beneficiaries
Evaluations
Artefacts
Design arenas kanban

37. Design arenas canvas
Purposes
Evaluations Artefacts
Beneficiaries
The New Design Process
Design Arena Canvas
The Design Arena Canvas comes from Nordkapp, Helsinki.
www.nordkapp.fi
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International License.
Year & project name
What should the end state be after introducing the
artefacts to the world. What are they for and how
do they benefit the beneficiaries?
Persons or entities that benefit from the
results of the design.
Plans, activities and results where we analyse how
the artefacts (or prototypes of them) fit the purpos-
es for the beneficiaries
The intangible or tangible, physical or digital as-
pects of the results. These are typically the results
that you associate with the word design in the tra-
ditional sense

38. www.nordkapp.fi
@Nordkapp
SUMMARY

39. Summary: the new design process
This is just the beginning to understand a new design process model. It will
take time before we can free our minds from the old.
In time, we will come up with new and better visualizations, vocabulary and
practices for the new process.
Note that the current methods are still completely valid.
What you should do?
Be conscious about your design process, vocabulary and visualizations.
Apply the new design model for your project and see how it works for you.
Help creating the new model. Challenge and discuss.

40. Summary: the new design process
SPRINT 0 SPRINT 1 SPRINT 2 SPRINT N
Purposes
Beneficiaries
Evaluations
Artefacts

41. THANK YOU
Panu Korhonen
designer, researcher, leader
+358 50 3010 432
panu@nordkapp.fi