Jon Kolko Synthesis

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Design Synthesis

Jon Kolko

Director & Founder, Austin Center for Design


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| 4/23/2012 | CONFIDENTIAL

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What is Synthesis, and why is it important?

What are methods I can use?

Lets try it: Method Process Flow DiagrammingLets try it: Method Concept Mapping

Lets try it: Method Insight CombinationLets try it: Method Reframing

How can I use this in real life?


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0/ Rules

We will go extremely fast.

Turn off the inner voice.

Make fun of everything.

Get your moneys worth.


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Theory


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Well-

Structured

Problems

Ill-Structured

Problems

Wicked

Problems


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Well-

Structured

Problems

Ill-Structured

Problems

Wicked

Problems

In a well structured problem, all of these are true:

We can test our solution.We can identify problem, goal, and interim states.We can identify solution steps.We can identify domain knowledge.We can solve the problem while obeying the laws of nature.We can solve the problem using only practical levels of effort.

Herb Simon, 1973


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Well-

Structured

Problems

Ill-

Structured

Problems

Wicked

Problems

In an ill-structured problem, some of these are true:

We cannot test our solution, or cannot test it easily.We cannot easily identify problem, goal, or interim states.We cannot identify all of the solution steps.We cannot identify domain knowledge (it may be tacit).We may be constrained by the laws of nature.Solutioning may outweigh practical efforts.

Herb Simon, 1973


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Well-

Structured

Problems

Ill-

Structured

Problems

Wicked

Problems

In a wicked problem, the following are true:

Wicked problems have no definitive formulation.Wicked problems have no criteria upon which to determine solving.Solutions to wicked problems can only be good or bad.There are no complete list of applicable "moves" for a solution.There are always more than one explanation for a wicked problem.Every wicked problem is a symptom of another problem.No solution of a wicked problem has a definitive, scientific test.Every wicked problem is unique.

Horst Rittel, 1973


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Well-

Structured

Problems

Ill-

Structured

Problems

Wicked

Problems

Designers solve problems using a process.

Design Synthesis is the magical part of the process.*

* ** *

* * ** *

**

*

*

*

* *

**

* *


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Ethnography Synthesis Prototyping


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Immersion gathering data andunderstanding of a unique situation



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Hypothesis validation throughgenerative form giving



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Hypothesis validation throughgenerative form giving

Synthesis is the process of making meaning through

inference-based sensemaking.



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abductivedeductive inductive


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The output is guaranteed to be true,if the premise is true.

Jon is a Designer.

All Designers are Arrogant Bastards.

Therefore, Jon is an Arrogant Bastard.


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Jon is a Designer.



Gives good evidencethat a conclusion is true.

All of the designers Ive ever seen wearblack t-shirts.

Therefore, the next designer I will seewill be wearing a black t-shirt.


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Jon is a Designer.



Gives good evidencethat a conclusion is true.

All of the designers Ive ever seen wearblack t-shirts.

Therefore, the next designer I will seewill be wearing a black t-shirt.

The argument from best explanation,depending on circumstances and

experience an inference.

When a designer works on a project,they often draw diagrams of things. Itseems to help them learn about a new

topic.

Ive seen grade school studentsstruggle to learn complex topics of

math or science.

I can abduct that students might beable to learn better by drawing

diagrams in a classroom setting.


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David Snowden

We have found that [our sensemakingframework] helps people to break out of oldways of thinking and to consider intractable

problems in new ways it is designed to allowshared understandings to emerge through themultiple discourses of the decision-makinggroup.


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Karl Weick

Sensemaking is, importantly, an issue oflanguage, talk, and communication.Situations, organizations, and environments

are talked into existence Sensemaking isabout the interplay of action andinterpretation rather than the influence ofevaluation on choice.


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Robert Hoffman

By sensemaking, modern researchers seemto mean something different from creativity,comprehension, curiosity, mental modeling,

explanation, or situational awareness...Sensemaking is a motivated, continuouseffort to understand connections (which canbe among people, places, and events) in orderto anticipate their trajectories and act

effectively.


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Its a process of learning.



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Making Meaningout of Data

Data Information Knowledge Wisdom

? ? ?

ExperienceFrameworking

GainingEmpathy



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It would be great if this thing was a lot bigger

Its too big, why cant they just make it smaller?

:


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GainingEmpathy


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GainingEmpathy


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1.Externalize the Process Get out of your laptop.




GainingEmpathy


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GainingEmpathy

2.Make diagrams.


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GainingEmpathy

3.Interpret. Heavily.


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Methods:

affinity diagramminghierarchy creationflow diagramming

scenario development




GainingEmpathy


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GainingEmpathy


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1.

Tell a story




GainingEmpathy


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A Cup of Coffee

Comfortable Living Room

Sitting on a Comfy Couch

Atmosphere and Culture

Multisensory

Warmth

Freshly Ground Coffee

Grinder

Roasted Coffee Beans

Green Coffee Beans

Coffee Tree

2.

Change your perspective




GainingEmpathy


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GainingEmpathy

A product,being used

A product,being unpacked

and set up

A product,being

purchased

A product,being assembled

A product,becoming worn

and loved

A product,becomingobsolete

A product,being discarded

A product,being upgraded

A product thatdoesnt work

A product,that was misplaced

A productaccessory

A product,being passeddown to a new

generation

A product,becoming another

product3.

Shift the context


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Methods:

concept mappingtemporal zoomsemantic zoom

storyboarding




GainingEmpathy


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GainingEmpathy


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1.

Consider a provocation

Wisdom




GainingEmpathy


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2.

Force a constraint-shift




GainingEmpathy


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3.

Walk a mile in their shoes




GainingEmpathy


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Methods:

reframinginsight combinationparticipatory design




GainingEmpathy


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Methods


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The Story So Far

Your colleague, Melvin, has abruptly decided to go back toschool to fulfill his lifelong dream of becoming a Taxidermist.Melvin had just finished the research phase of a project with a

large client, and all of his work on the project is gone. The onlything left are some insights hes extracted and a few of hisnotes, scribbled quickly.

Youve been assigned to the project, but no one seems to haveany background information about what he was doing; its up toyou to take what Melvin started and then move the projectforward.


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Process Flow Diagrams


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A Process Flow is

A set of steps, and the sequencing of thesteps, intended to produce a desired

result.


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A Process Flow Diagram visualizes behavior, in a

representational format, over time.

An informal scenario flow diagram:

1. Indicates the relationship andorder of actions

2. Shows major interface states

3. Helps to visualize the whole, aswell as proximity to the whole

4. Abstracts logical relationships infavor of linearity

A formal process or data flow diagram:

1. Indicates logical decision points2. Articulates major data containers,

and paths in and out of those

containers3. Can be used by engineers as an input

into coding and architecturedevelopment


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An Informal Scenario-Flow Diagram

describes progress, steps, relationships, and order.

1

2

PhoneRings

UserAnswers

PhoneStops

Ringing

PhoneRings

VoicemailAnswers

PhoneStops

Ringing


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A formal Process Flow Diagram show logical decision

points, accurate flow, and order.

Call isplaced

Is ringerturned

on?

Phone rings (ring+1)

Voice mail picks up

Doesuser

answer?

Is ring =#4?

Call isover

Yes

No

No

Yes

Yes

No


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Creating a Process Flow Diagram

is an fin pain in the ass.

1. List entities (objects, people the nouns of

the system) and operators (actions theverbs of the system) (2 hours)

2. Define things to be counted or incremented(1 hour)

3. Define boundary conditions (beginning andending, as well as sub-flows or sub-processes)(1 hour)

4. List primary actions necessary to achieveboundary condition (3 hours)

5. Begin with a walkthrough, sketching each step in a

high-level flow (10 hours)

6. Fill in the rest of the structure, revising the mainflow as necessary (20 hours)

7. Reorganize, visually, to create a coherent overall

structure (20 hours)

8. Use visual design to clarify and make the contentmore accessible (10 hours)


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Create a formal process flow diagram.

1. List entities (objects, people the nouns of the system) and operators(actions the verbs of the system)

2. Define things to be counted or incremented

3. Define boundary conditions (beginning and ending)

4. List primary actions necessary to achieve boundary condition

5. Begin with a walkthrough, sketching each step in a high-level flow

6. Fill in the rest of the structure, revising the main flow as necessary


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Concept Mapping


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A Map is

A representation of a system,intended to help someone find their way


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A Concept Map is a representation of a system.

It sacrifices accuracy for comprehensibility.

1. Visualizes both the forest and thetrees (breadth and depth)2. Rarely has a beginning and

end3. Helps people find their way (its a

map, after all): provides directionand instruction

4. Forces selectivity, abstraction,prioritization and hierarchy

5. Is visual (a tool for perception)6. Is semantic (a tool for cognition)7. Frequently represents the users

mental model of a how a systemmight work

8.Can also represent the designersmanifest model of how a systemmight appear


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Innings

2-Team Sport

Defensive Team

Baseball

Infield

Runner Catcher Left Fielder

Right Fielder

Short Stop 1st Baseman

2nd Baseman

3rd Baseman

Pitcher Mound Home Plate

Center Fielder

Offensive Team

playedby

consistsof

consistsof

throws

stands on


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Innings

2-Team Sport

Defensive Team

Baseball

Infield


Right Fielder


2nd Baseman

3rd Baseman


Center Fielder

Offensive Team

playedby

consistsof

consistsof

throws

stands on

Nodes (nouns) are main branches


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Innings

2-Team Sport

Defensive Team

Baseball

Infield


Right Fielder


2nd Baseman

3rd Baseman


Center Fielder

Offensive Team

playedby

consistsof

consistsof

throws

stands on

Actions (verbs) link the nodes

Concept Map


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ConceptMap

Concept Map


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ConceptMap


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Creating a Concept Map should be rigorous

after all, you are taming complexity!

1. Create a matrix showing the relations of terms:

(10 hours)

List terms. Identify the main elementsthat make up the system; lean on yourcontextual research to understand thewords that matter to the users the most.

Create empty matrix, plotting the wordsagainst themselves. Identify relationships; these are

qualitative and require interpretation.

2. Decide on main branches of the map, based on

frequency of connections as well as common sense(2 hours)

3. Fill in the rest of the structure, in order to representall of the elements in the system (5 hours)

4. Use visual design to clarify and make the contentmore accessible (10 hours)


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Wicked Problems

Whiteboards

Jon Kolko

Sarcasm

Roadmaps

ConfidenceProject

Management

Beer

Theory of Change

Impact

Branding

Founders

Strategist

MobileFun

Creativity

Behavior

Sketching

SocialEntrepreneurship

Visual Design

For example

Making a concept map of AC4D.

P Vi

Theor

Wicke W


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Soc.Ent

Founders

Confidence

ProjectMgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

isualDesign

Creativity

ryofChange

JonKolko

edProblems

Fun

Beer

Whiteboards

Mobile

Soc. Ent

Founders

Confidence

Project Mgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

Visual Design

Creativity

Theory ofChange

Jon Kolko

WickedProblems

Fun

Beer

Whiteboards

Mobile

P

Vi

Theor

Wicke W


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Soc.Ent

Founders

Confidence

rojectMgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

isualDesign

Creativity

ryofChange

JonKolko

edProblems

Fun

Beer

Whiteboards

Mobile

Soc. Ent

Founders

Confidence

Project Mgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

Visual Design

Creativity

Theory ofChange

Jon Kolko

WickedProblems

Fun

Beer

Whiteboards

Mobile

P

Vi

Theor

Wicke W


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Soc.Ent

Founders

Confidence

rojectMgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

sualDesign

Creativity

ryofChange

JonKolko

edProblems

Fun

Beer

Whiteboards

Mobile

Soc. Ent

Founders

Confidence

Project Mgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

Visual Design

Creativity

Theory ofChange

Jon Kolko

WickedProblems

Fun

Beer

Whiteboards

Mobile

Pr

Vi

Theor

Wicke W


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Soc.Ent

Founders

Confidence

rojectMgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

sualDesign

Creativity

yofChange

JonKolko

edProblems

Fun

Beer

Whiteboards

Mobile

Soc. Ent

Founders

Confidence

Project Mgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

Visual Design

Creativity

Theory ofChange

Jon Kolko

WickedProblems

Fun

Beer

Whiteboards

Mobile

Pr

Vis

Theory

Wicke W


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Soc.Ent

Founders

Confidence

rojectMgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

sualDesign

Creativity

yofChange

JonKolko

edProblems

Fun

Beer

Whiteboards

Mobile

Soc. Ent

Founders

Confidence

Project Mgmt

Sketching

Branding

Roadmaps

Strategist

Behavior

Impact

Sarcasm

Visual Design

Creativity

Theory ofChange

Jon Kolko

WickedProblems

Fun

Beer

Whiteboards

Mobile


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AC4D

teaches


Founders

Where students become

Impact

To drive

Wicked Problems

In the context of


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AC4D

teaches


Founders


Impact

To drive

Wicked Problems

In the context of

Sketching

Roadmaps

Theory of Change

Using methods like

Which require

Confidence

Built through

Beer Fun Sarcasm

BehaviorBased on changing

Visual

Design

ProjectMgmt

Strategy


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AC4D

teaches


Founders


Impact

To drive

Wicked Problems

In the context of

Sketching

Roadmaps

Theory of Change

Using methods like

Which require

Confidence

Built through

Beer Fun Sarcasm

BehaviorBased on changing

Visual

Design

ProjectMgmt

Strategy

C t t


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Create a concept map.

1. Create a matrix showing the relations of terms:

A. List terms. Identify the main elements that make up the system.B. Create empty matrix, plotting the words against themselves.C. Identify relationships.

2. Decide on main branches of the map, based on frequency of connections.

3. Fill in the rest of the structure, in order to represent all of the elements in thesystem


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Insight Combination


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Design patterns describe

possible good solutions to a commondesign problem within a certain context,by describing the invariant qualities of

all those solutions

Tidwell


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Insight Combination is a method of building on insights

and established design patterns in order to createinitial design ideas.

1. Forces a detailed examination,and organization,of each individual insight

2. Is divergent, in that it activelyproduces new ideas and expands

the entire set of insights3. Pushes ideas forward in a

nonlinear fashion, jumping overthe expected to arrive at the

unexpected

4. Allows for the combination ofexisting paradigms with new andnovel ideas (its a generativedesign activity)

5. Takes advantage of the personal

experiencesof the designers and investigators

6. Takes advantage of establisheddesign patterns


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I saw this I know this Insight+ =


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I saw this

Data gathered through

ethnography, contextual

inquiry, questionnaires,

and interviews

I know this Insight+ =


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I saw this I know this Insight

Guided by ethics & morals,

intellectual prowess, and the

accumulation of world view

and breadth of experience




and interviews

+ =


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I saw this I know this Insight

Clear, deep,

meaningful perception

into human behavior in

a particular design

context








and interviews

+ =


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I saw this I know this Insight Design Pattern Design Idea








and interviews

Clear, deep,


into human behavior in

a particular design

context

+ =+ =


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I saw this I know this Insight Design Pattern Design Idea

A trending paradigm that describes

invariant qualities, referencing

history and similar solutions

+ =








and interviews

Clear, deep,


into human behavior

in a particular design

context

+ =


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I saw this I know this Insight Design Idea+ =

A trending paradigm that describes



Design Pattern

A new, creative concept,

somewhat facilitated by

existing design paradigms








and interviews

Clear, deep,


into human behavior


context

+ =


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Patterns go on blue cards.

Pattern, or trending piece of

culture and society

Unique pattern letter

d d


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Design ideas go on green cards.

Design idea, built on the

combination of an insight and a

pattern

Unique insight and

pattern identifier

i h bi i


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Insight Combination

with boring old enterprise configuration software


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I saw this I know this Insight Design Idea+ =A trending paradigm that describes



Design PatternA new, creative concept,

somewhat facilitated by

existing design paradigms








and interviews

Clear, deep,


into human behavior


context

+ =

Thi th d t k ti d i t tl t k


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This method takes time, and more importantly, takes

emotional energy and focus.

1. Begin to identify insights in the data youve

gathered by combining an observation (I saw this)with your knowledge (I know this); write theinsights on yellow post-it notes. Reference the linenumbers from any applicable transcripts, and giveeach yellow post-it note a unique numeric ID.(10+ hours)

2. Identify design patterns that are relevant to thediscipline you are designing for. Ideally, you beginto keep a design pattern library. Write the patternson blue post-it notes. Give each blue post-it note aunique letter ID. (2+ hours)

3. Start to combine insights and design patterns to

create design ideas by mingling the blue and yellowpost-its, moving them around physically, andactively reflecting on potential combinations. Whena combination makes sense and generates a designidea, write it in a green post-it note. Give eachgreen post-it note a unique design idea ID(referencing both the yellow and blue notes above).

(40+ hours)

4. Once you are almost done (usually when youvenearly run out of time and money), log the entireset into a spreadsheet. (3 hours)

5. Finally, pick the top ideas and start to sketch them.(3 hours)

Now, you can always trace any design idea back to aninsight, and ultimately, back to a nugget of user data.

Perform an insight combination


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Perform an insight combination.

1. Read the insights Melvin has gathered (yellow notes).

2. Quickly free-associate 10 patterns, based on trends in culture (blue notes).

3. Combine an insight at random with a pattern at random, to create a newdesign idea.

4. Draw or write the design idea on a green card.

5. Repeat.

R f i


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Reframing

A f i ti i i t


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A frame is a perspective or viewpoint:

Even though frames define what countas data, they themselves actually shapethe data (for example, a house fire will

be perceived differently by thehomeowner, the fire fighters,and the arson investigator).

Klein, Moon & Hoffman

Reframing is a method of shifting semantic perspective


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Reframing is a method of shifting semantic perspective

in order to see things in anew way.

1. Re-embeds a product, system orservice in a new (and notnecessarily logical) context

2. Explores associations and hidden

links to and from the center offocus

3. Posits a what if scenario

implicitly

4. Is primarily semantic (a tool forcognition)

5. Encourages empathy

6. Forces understanding of thevarious touchpoints

7. Identifies implications and

insights


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Consider a toothbrush


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environment perspective embodimentin the bathroom consumer object


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reframed in anew environment:

primary user goal: implications and insights:


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In the kitchen

In an airplane

At a conference



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In the kitchen

In an airplane

At a conference


Remove food

Remove smells

Remove lettuce beforegiving a talk

Teeth cleaning should allow for a way to quicklyget pieces out of hard to reach places, andshouldnt require a mirror

Provide a way to quickly and nonchalantlyfreshen breath in close quarters and withoutbeing offensive to other passengers

Teeth cleaning should include some form ofsharp picking object, and should clearly indicatewhen you missed a chunk


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reframed from anew perspective:



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reframed from anew perspective:

dentist

hotel housekeeper

Blind date



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reframed as a newembodiment:

A Plant

A Spray

A Service



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reframed as a newembodiment:

A Plant

A Spray

A Service


Clean teeth whilefeeling closer to nature

Clean teeth quicklywithout friction

Gain dentist visitcleanliness inbetween visits

There should be a plant with teeth cleaningproperties, that can live peacefully in one of theaforementioned environments

A portable spray should freshen breath butshould also clean teeth; instant or quick actingtimeframe, through a fine mist.

Provide a quick-stop for interim dentistappointments at the mall. Should be trustworthyand clean; legal implications

Reframing is easy and easier in teams


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Reframing is easy, and easier in teams

but requires that you perform an abduction

1. Identify the product, service or system that is being

reframed. Its not always what your client askedfor. (1+ hour)

2. Create blank reframing charts on paper, one eachfor environments, users, and embodiments.(5 minutes)

3. Free associate new items for the left column of eachchart; work on all three charts at once. There are nobad ideas: criticism is completely suspended.(1+ hour)

4. Begin to fill in Primary Goal for all items in all

charts. Try to paint a picture of a credible story;judge responses and add criticism as appropriate,but only in relationship to the primary goal column.(2 hours)

5. Begin to fill in the Implications and Insights column

in all charts. There are no bad ideas; criticism iscompletely suspended. An item can generate morethan one implication or insight; if it does, create anew row to capture it. Try to generate thirty-fiftyitems for each list. (4 hours)

6. Extract implications and insights that are relevant

based on the specific constraints of your project,and list them: these can then be integrated withthe rest of your design criteria. (1 hour)

7. Select the best ideas, and sketch them. (3 hours)


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Summary


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Methods:

affinity diagramminghierarchy creationflow diagramming

scenario development



GainingEmpathy

Methods:

concept mappingtemporal zoomsemantic zoomstoryboarding

Methods:

reframinginsight combinationparticipatory design



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Jon Kolko Synthesis

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