Design Toolkit Analysis

Toolkit AnalysisSERV 753 / Assignment One

Rich EkelmanLou FinkLauren PetersLindsay Vetell

Blue Ocean Strategy

Human Centered Design

Gamestorming

Design For Intent

101 Design Methods

Business Model Generation

This Is Service Design Thinking

Design For Growth

ServiceDesignTools.Org

Double Diamond

Review and analyze ten toolkits fordesign thinkers & service designers:

Toolkits:

Initial GroupDiscussion

• Who uses these toolkits?

• What are the factors of a successful toolkit?

• What was the author’s intended use for each?

BO HCD GS DI DM BMG SDT DG TSD DD

Toolkit Bi-Polar Opposites

Intended Use Toolkit Outcome

SimpleConvergent

ComplexDivergent

Creating Collecting

Linear Thinking Lateral Thinking

Novice User Expert User

Passive Active

Optimization Transformation

Innovation Incremental change

Business Context Community Context

Segmentation Grid v.1

How does each tool influence the entirety of its Toolkit?Rating System 0-3 / 0 - No influence, 1 - Minimal Influence, 2 - Medium Influence, 3 - High Influence


Spider Diagrams v.1

Creative Consultancies

BusinessCorps

GovernmentAgencies

LaymenResearchers

Non-Pro�tOrganization


BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers



BusinessCorps

GovernmentAgencies

LaymenResearchers


Who is the toolkit’s intended audience?


2x2 Matrices

What to expect beforehand: What to expect while using:


Spider Diagrams v.2

Creativeagency client

Business Creativeagency client

Business

Projecttools

tools

toolsResearch

Mapping

DGHCD

DIBMG

DM

SDT

TSD

GSDD

BO

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Segmentation Grid v.2

Toolkits Contain 12 Types of Tools

Observational Research

GenerativeResearch

AttitudinalResearch

Storytelling Vizualization& Mapping

Reframing Metric & Evaluation

Team Building& ProjectManagement

Future Envisioning/Trend

Synthesis/Convergence

Implementation

98 Total Tools101 design methods

Gamestorming

DoubleDiamond

This is Service

Design

BusinessModel

Generation

Design ForIntent

HumanCentered

Design

Service Design

Tools

BlueOcean

DesignFor Growth

7% 5% 9% 5% 22% 4% 6% 3% 7% 6% 14% 12%

Prototyping& Testing

44 Total Tools

2% 11% 9% 16% 7% 14% 0% 11% 12% 9% 0% 9%

56 Total Tools

7% 7% 4% 27% 20% 2% 0% 0% 21% 4% 5% 36%

23 Total Tools

13% 13% 4% 13% 13% 9% 4% 13% 4% 0% 4% 9%

34 Total Tools

21% 8% 12% 8% 21% 9% 0% 6% 9% 6% 0% 0%

16 Total Tools

6% 6% 6% 0% 13% 6% 19% 6% 19% 0% 19% 0%

102 Total Tools

25% 2% 3% 3% 1% 0% 5% 0% 60% 3% 0% 0%

88 Total Tools

0% 11% 2% 2% 16% 17% 4% 27% 2% 6% 5% 8%

54 Total Tools

5% 2% 21% 7% 13% 9% 4% 0% 7% 2% 6% 24%

15 Total Tools0% 27% 0% 0% 2% 27% 7% 13% 0% 7% 0% 0%

Toolkits contained 12 columns of categorized tools.

ToolkitPros & Cons

ConsPros

Human Centered Design

Good tools for building empathy, context and understanding.

Easy to understand visualization tools.

Focused implementing a design.

Lacks project management tools

Does not offer a means of measuring trends that could effect their design in the future.

Lacks the ability to be generative in it's research.

ConsPros

Design For Intent

Vast amounts of conditional test methods.

Accounts for ways to discreetly test which factors make the greatest impact in a user's experience.

Lacks a larger structure from which to build off of observations & conditional tests.

Many tools are too open to interpretation.

ConsPros

Service Design Tools.Org

Many accessible ways to tell visual stories.

Great visualization tools for all levels of design.

Offers many tools for Hi to Lo-Fi Prototyping.

No overarching structure.

Lacks the ability to manage a process.

Does not offer metrics for evaluation.

ConsPros

Blue Ocean Strategy

Excellent for discovering new business opportunities and reframing existing businesses, products, and processes.

Good project management tools.

Does not offer a means to prototype and test concepts.

Lacks a means to implement a radical new innovation.

ConsPros

Design For Growth

Builds understanding and context that informs the design process.

Provides many ways to to visualize iterative concepts.

Provides Project Management tools.

Lacks a means of recognizing and analyzing trends.

Is a very linear process that requires step by step developments.

ConsPros

101 Design Methods

Provides easy to understand tools for visualization and mapping process and insights.

Offers many tools for synthesizing solutions via analyzing research insights.

Lacks a method for transformative reframing.

Offers a great deal of tools, but does not suggest an overarching system in which to use them.

ConsPros

Gamestorming

Strong methods for teambuilding

Offers many tools that allow a business audience to work differently as a creative team.

Lacks contextual research tools.

Prototyping and testing methods are minimal.

ConsPros

Double Diamond

Strong project management abilities.

Creates very defined stages with ability to remove the "Fuzzy" front end of design.

Accessible.

Lacks the ability to account for trends.

Does not demonstrate a means for implementation or storytelling.

ConsPros

TISDT

Offers a wide array of tools.

Great as a reference book.

Provides many techniques for observational research.

Does not offer an over arching methodology.

Lacks metrics for process evaluation.

Does not criticize or praise any tools offered.

ConsPros

Business Model Generation

Very adaptive toolkit that offers many ways to innovate from trends, generative research, and reframing a problem.

Able to breakdown a very complex organization.

Completely lacks a metric for concept evaluation.

Reflection

• By trial and error, we were able to determine the best methods of analyzing the toolkits.

• Understanding the toolkit in context changed the meaning and values of each.

• Surprisingly, several toolkits were not created for a designer audience.

• We are now able to view each toolkit objectively and realize the macro to micro uses.

Thank YouSERV 753 / Assignment One

Rich EkelmanLou FinkLauren PetersLindsay Vetell

Service Design Toolkits | Poster Breakdown

BLUEOCEAN

IDEOHCD

GAMESTORMING

DESIGN FOR INTENT

101 DESIGNMETHODS

BUSINESSMODELGENERATION

SERVICEDESIGNTOOLS

DESIGN FORGROWTH

THIS ISSERVICEDESIGNTHINKING

DOUBLEDIAMOND



GenerativeResearch

AttitudinalResearch






Implementation


Gamestorming

DoubleDiamond

This is Service

Design

BusinessModel

Generation

Design ForIntent

HumanCentered

Design

Service Design

Tools

BlueOcean

DesignFor Growth

7% 5% 9% 5% 22% 4% 6% 3% 7% 6% 14% 12%


44 Total Tools

2% 11% 9% 16% 7% 14% 0% 11% 12% 9% 0% 9%

56 Total Tools

7% 7% 4% 27% 20% 2% 0% 0% 21% 4% 5% 36%

23 Total Tools

13% 13% 4% 13% 13% 9% 4% 13% 4% 0% 4% 9%

34 Total Tools

21% 8% 12% 8% 21% 9% 0% 6% 9% 6% 0% 0%

16 Total Tools

6% 6% 6% 0% 13% 6% 19% 6% 19% 0% 19% 0%

102 Total Tools

25% 2% 3% 3% 1% 0% 5% 0% 60% 3% 0% 0%

88 Total Tools

0% 11% 2% 2% 16% 17% 4% 27% 2% 6% 5% 8%

54 Total Tools

5% 2% 21% 7% 13% 9% 4% 0% 7% 2% 6% 24%

15 Total Tools0% 27% 0% 0% 2% 27% 7% 13% 0% 7% 0% 0%

BLUEOCEAN

IDEOHCD

GAMESTORMING

DESIGN FOR INTENT

101 DESIGNMETHODS


SERVICEDESIGNTOOLS

DESIGN FORGROWTH


DOUBLEDIAMOND

BLUEOCEAN

IDEOHCD

GAMESTORMING

DESIGN FOR INTENT

101 DESIGNMETHODS


SERVICEDESIGNTOOLS

DESIGN FORGROWTH


DOUBLEDIAMOND

Projecttools

toolstoolsResearchMapping

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager


Business Creativeagency client

Business

Che

ers!

BLUEOCEAN

IDEOHCD

GAMESTORMING

DESIGN FOR INTENT

101 DESIGNMETHODS


SERVICEDESIGNTOOLS

DESIGN FORGROWTH


DOUBLEDIAMOND

Service Design Toolkitsserv753

Introduction | Analyzing the Toolkits

Despite many of our initial attempts at evaluating the ten toolkits, we actually learned more in our journey than would have been possible had we just quantitatively analyzed them from the get-go.

Our first attempt at a segmentation grid proved to be a good fundamen-tal overview in which we examined macro-principles and process.

Delving deeper into each toolkit, we were able to uncover the true nature of each; the author’s intended audience, application, and process and set our own biases aside. We summarized each, pulling out guid-ing principles, vernacular, and specific tools in order to drill down the true nature of each kit. These summaries served as the backbone of the rest of our exploration.

When first tasked with analyzing these ten toolkits, it became apparent that each of us carried our own assumptions and biases based on previous experiences with each tool.

Shortly thereafter, we found ourselves in a semantic debate.

On top of identifying our own biases based on previous experiences with the toolkits, we also learned that un-derstanding the toolkit in context drastically changed the meaning and values of each.

For instance, none of us were previously aware that Gamestorming was intended for business people, de-spite it explicitly stating so in the introduction. Upon objectively quantifying the tools, we noted that a large portion of Gamestorming tools were based on team building and project management!

While designers and students use many of these tools, the intended audience seems to tip more towards the business professional or layman.

The verbiage and hand-holding through most of the tools make it easy to understand creative process, and even implement into the readers given context, each suggesting that techniques and tools be applied on a per-situation-basis.

Despite the intentions of the authors, these toolkits are still widely utilized by users outside of the intended audience. Because of this, we categorized their actual users into two different types: creatives and clients. Within those brack-ets, we broke them down further into different knowledge levels, from a novice to expert, in order to demonstrate how each toolkit may be better suited for each individual user.

An easy way to determine what something is, is to first determine what it isn’t;

After a lengthy discussion on our initial perceptions of each toolkit, we whiteboarded imperative characteristics of a successful framework.

We then turned the ten most defining components into bipolar opposite continuums in order to plot and compare each toolkit as a whole.

As we plotted, parallels and insights started to reveal themselves to us.

These 2x2 matrices can help participants decide which toolkits are more appropriate for their needs, environment, and level ofexperience within their field.

The first illustrates the user’s learning-curve combined with the tool’s tendency to require a team member to facilitate the steps in an activity.

The second represents what participants can expect while using the different toolkits by mapping the level of engagement and flexibility of each tool.

After contextualizing, analyzing, and quantifying each toolkit, gave us a new and deeper understanding of each.

Which also posed the question, are designers too intimidated to write for other designers?

Or were these toolkits written in order to expand the notion of design thinking to users who wouldn’t normally employ these philosophies and to bring a deeper understanding to outliers?

Toolkit Continuums

Toolkit 2x2’s

Spider Diagrams

ToolkitConclusions

After skimming the surface of each toolkit, we further defined each segment down to the specific tool and even the language the author used; finding that sometimes the author was saying the same thing as another source, but had adopted their own jargon.

We also used a ranking systemfor each tool in order to es-tablish relevance and influence. This complex segmenta-tion grid while thorough, did not allow us to garner many insights, due to its fragmented nature.



GenerativeResearch

AttitudinalResearch






Implementation


Gamestorming

DoubleDiamond

This is Service

Design

BusinessModel

Generation

Design ForIntent

HumanCentered

Design

Service Design

Tools

BlueOcean

DesignFor Growth

7% 5% 9% 5% 22% 4% 6% 3% 7% 6% 14% 12%


44 Total Tools

2% 11% 9% 16% 7% 14% 0% 11% 12% 9% 0% 9%

56 Total Tools

7% 7% 4% 27% 20% 2% 0% 0% 21% 4% 5% 36%

23 Total Tools

13% 13% 4% 13% 13% 9% 4% 13% 4% 0% 4% 9%

34 Total Tools

21% 8% 12% 8% 21% 9% 0% 6% 9% 6% 0% 0%

16 Total Tools

6% 6% 6% 0% 13% 6% 19% 6% 19% 0% 19% 0%

102 Total Tools

25% 2% 3% 3% 1% 0% 5% 0% 60% 3% 0% 0%

88 Total Tools

0% 11% 2% 2% 16% 17% 4% 27% 2% 6% 5% 8%

54 Total Tools

5% 2% 21% 7% 13% 9% 4% 0% 7% 2% 6% 24%

15 Total Tools0% 27% 0% 0% 2% 27% 7% 13% 0% 7% 0% 0%

Projecttools

toolstoolsResearchMapping

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager


Business

Strategist

ProjectManager

DesignLead

Analyst

Operations Manager

ProjectManager


Business

The extreme nature of this tool proved to be too qualitative, and consequently too biased to discriminate any concrete differences amongst the toolkits. Although the tools out-come was unsuccessful, it allowed us to learn from our mistakes and value the quantita-tive and unbiased nature of our segmentation grid analysis.

Additionally, it spurred much necessary discussion about the deeper meaning of each toolkit, and their role in design thinking.

SegmentationGrid

It did however serve as a stepping stone to our most suc-cessful analysis!

After discovering the overlapping tools, we began to cat-egorize each and every tool based on its inherent values, which turned into our existing twelve categories. This allowed us to pinpoint each toolkits objective nature by noting the percentage of each category in a given toolkit.

Design Toolkit Analysis

Design

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