1. TODAY: CHECK-IN how is it going? Saturday reflections TEAM ASSIGNMENTS project assignments and teams NEEDFINDING what it is and how to do it DISCUSSION defining the needfinding approach

2. Reflections – Saturday Likes, wishes, surprises?

3. Team Assignments

4. Huddle-board Adrian Kaplan Amal Doral Naren Raghavan Reid Senescu Patient Graduation Ann Charng Deyan Vitanov Pete Franco Eric Choi Civic Engagement Henry Liou Stacy Taylor Filip Kaliszan Zaid AlHusseini Sustainability Jason Robinson Bowen Li Matthew Freshman Mike Liberty Reputation Marshall Yuan Janet Zhou Luke Stewart Yusen Dai Generation Facebook Aaron Bronzan Natelie Guillen Andrew Chang Amit Aharoni

5. THE PROCESS DEFINE PROTOTYPE IDEATE UNDERSTAND TEST OBSERVE IMPLEMENT

6. NEEDFINDING

8. Purpose: Uncover Stakeholder Insights

9. NICOLE point > Forward

10. More about Needfinding

11. Concrete Abstract AnalysisSynthesis How do I figure out the story? Tell a new story Figure out the story

12. Needfinding UNDERSTAND OBSERVE What do stakeholders… say do think feel? getting to the heart of the issue, as they see it

13. empathy maps “why” laddering fly on the wall interviewing storytellinganalogous situations powerful questions shadowing sketching UNDERSTAND OBSERVE pictures artifacts “extreme” user interviews camera journals “diaries” for gaining empathy and insight Needfinding Methods

14. Let’s try it!

15. Who is this person? What is this person trying to accomplish? What triggers this activity? Why is that important? (may need 5 whys to discover underlying motivation) What steps does this person follow? (say = do?) How does this person think about this task (mental model) What tools or resources does this person use? Which open / closed-ended questions were most effective? What question would you ask next? Meter Reading Exercise

16. Meter-Reading Video

17. Debrief

18. How to do it

19. Anatomy of an Interview Most interviews follow the following sequence: Introduction Kickoff Build Rapport Grand Tour Reflection Wrap-Up

20. Explore Emotions Question Statements Thank & Wrap-up Introduce Topic Introduce Yourself Build Rapport Evoke Stories Reflection Wrap-up rising action climax The Anatomy of a Story exposition falling action resolution

21. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport exposition rising action climax falling action resolution

22. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Introduction: Establish an interview partnership

23. Anatomy: Introduction The participant (informant) may be confused as to exactly what is happening or how these go. Be direct — “Why don’t we sit down here?” Put them at ease. Find a good place for the interview — if possible, it should be conducted where the work is done. Otherwise, arrange in a place with comfortable seating, adequate lighting, where you can minimize noise and other interference.

24. Anatomy: Introduction Describe your purpose “We’re going to explore how decisions get made in the Emergency Room.” Outline the interview “Over the next hour, we are going to watch how work is done, how people communicate, and after that, we’d like to spend 45 minutes sharing our observations and asking you and your staff some questions to understand and interpret what we’ve seen.”

25. Anatomy: Introduction Let them know that their knowledge is important "I've never been a triage nurse. It looks pretty hard to keep patients and the people who are accompanying them informed. Can you help me understand how you do it?”

26. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Kickoff: Shift the focus to them by having introducing themselves and explaining their roles

27. Anatomy: Kickoff At the end of your introduction, make a clear transition over to them: “So maybe the best place to start is to have you introduce yourselves and tell us a bit about the ER…” Clarify with lots of follow-up questions in a conversational way. This helps to get the respondent talking and feeling at ease.

28. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Build Rapport: Spend time making a connection and encouraging them to tell stories that relate to your business focus.

29. Anatomy: Grand Tour Informants may be defensive initially, being vague or providing only short answers “Oh you know...normal stuff. Just like everyone else. No big deal.” Be patient. Continue asking descriptive questions to build their confidence and trust. Draw them out. Provide positive feedback. “I don’t know...is this the kind of thing you want to know?” Tell them “Absolutely, exactly what we need”.

30. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Grand Tour: Explore the details of their world -- both physical and mental. Look for critical issues and disconnects.

31. Anatomy: Build Rapport This may be a walk around a patient room, medicine closet, or a tour of a desk or mobile phone. There is incredible detail to be found in the Grand Tour, including things you would never think to ask “Tell me about the picture in your battery door.” Ask your informant to narrate as s/he performs activities, act out interactions or open up hidden areas. This is also an opportunity to learn his/her terminology.

32. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Reflection: Take a break from questions to summarize what you’ve heard. Encourage their personal insights and discussions of why

33. Anatomy: Reflection After you have spent a good deal of time with the informant, they may be more able to offer up personal insights, describe their plans, dreams, passions, etc. At this stage, it’s okay to offer theories about the informant for their evaluation or to ask the informant to generate their own theories.

34. Question Statements Thank & Wrap-up Kickoff Introduction Reflection Wrap-up Grand Tour The Anatomy of an Interview Build Rapport Wrap-up: Amazing things happen when the interview is over.

35. Anatomy: Wrap-up At the end of the allotted time, thank them and tell them how helpful they have been. Ask them for any final thoughts, or if they have any questions for you. The notion that the interview is over often jars loose a lot of comments, thoughts, and insights. Keep the camera/tape recorder rolling.

36. Question Statements Thank & Wrap-up Kickoff Reflection Wrap-up Grand Tour The Anatomy of an Interview Evoke Stories adjust interview setting if needed describe your purpose outline the interview who, what where? what you are interested in learning how is the activity triggered? what happens 1 st, 2 nd, 3 rd … stories: sunny day, rainy day then what happened? debrief to make sure you’ve captured their story accurately and see if they have anything to add thank and wrap-up Asking easy, open questions about a successful experience brings the interviewee back to that time in their past. After trust is established, THEN ask about when things didn’t go so well. You are here to accompany interviewees on a journey of their own experience. Build Rapport Introduction

37. Goal: Understand the complete experience How: Start with the experience you are considering (e.g., going to the movies) From the user’s point of view, mentally step back to the earliest stage of the process (e.g., deciding to go to the movies, which movie to see, choosing a theater, etc.) Step through each stage of the process, recording it in a flow diagram. Analyze your diagram. Who does what? What happens at each of these stages? How do the stages interrelate? What opportunities areas do you see? The User Journey, As it is Today

38. Example: Movie-goer Experience User Journey: Vijay Kumar, Innovative Methods Experience design requires zooming out beyond the thing to be designed to include the context and the result. User Journey Example

39. Tips, Tools and Techniques

40. Observe what people do in their native habitat. What looks time-consuming or repetitive? What workarounds do you see? Is s/he enjoying this activity? Does s/he do it with ease? Does s/he look frustrated? Build rapport. Establish a partnership by putting them at ease. Be naïve. Be curious. Ask why. Even when you think you know the answer, ask people why they say or do things. The answers will sometimes surprise you. Let there be silence. Interviewers often feel the need to ask another question when there is a pause. If you allow space, it gives a person time to reflect on what they've just said and say something deeper. Talk 10% to their 90%. Encourage storytelling. Ask questions that spark stories. Whether or not the stories people tell are true, they reveal how they think about the world. “Sunny” and “rainy” day stories help to make distinctions between routine and non-routine events. Look and listen for inconsistencies. Sometimes what people say and what they do are different. These inconsistencies can lead to interesting insights. Avoid hypothetical questions. Watch for nonverbal clues. Note their body language and emotions. Make sure your own body language is open and non-judgmental. Match and mirror. Don't “lead.” Even if they pause before answering, don't help them by suggesting an answer. This can unintentionally get people to say things that agree with your expectations. Ask questions neutrally. Avoid positive or negative attributions. User their jargon vs. yours. Collect artifacts to show as well as tell. Collect pictures, reports, leaflets, etc. Engagement Tips

41. The 5 Why’s

42. (wo)man in the middle

43. Putting the stories and processes together – who does what, when? Swim Lanes

44. x PRO SKEPTICAL NEUTRAL = Informal lines of communication + USERS STAKEHOLDERS AFFECTED Stakeholder Map

46. Concrete Abstract AnalysisSynthesis How Do I Tell a New Story? Tell a new story Figure out the story

47. Crafting Your POV Provide focus / Frame the problem Inspire your team Provide a reference for evaluating competing ideas Empower your team to make decisions independently in parallel Fuel brainstorms by suggesting “how might we” problem statements Capture the hearts and minds of people you meet Save you from the impossible task of developing concepts that are all things to all people Be something you revisit and reformulate as you learn by doing

48. DEFINE point of view define the problem with… empathy and insight Needfinding Informs your POV

49. User + Need + Insight

50. Problem statement

51. User + Need + Insight Problem statement Point of view

52. When should you define your POV?

54. POV A Point of View is based on an understanding of a particular user group, and an insight into a specific need of this group. User + Need + Insight = POV This point of view will… Narrow your focus - making the problem / solution specific Serve as a criteria for evaluating ideas Inspire new ideas, insights, prototypes Become more refined as your solutions come into clearer focus Indicators of good POVs: You notice your team has created words to articulate a concept Address implicit needs rather than symptoms of explicit problems Photo by Jeremy Richardson