Human Centered Design_toolkit

WATER Storage anD transportation, india

INCREASING FARMER INCOMES, CAMBODIA

encouraging technology adoption, kenya

TABLE
OF
Contents
Introduction
Why Do Human-Centered Design? 4
The Three Lenses of Human-Centered Design 6
The HCD Process 8
How to Use this Toolkit 10
BEST PRACTICES FOR Innovation 12
Scenarios of Use 14

Hear
The Hear section will guide you through the process
of preparing for research with constituents using
HCD methodology.

Step 1: Identify a Design Challenge 34
Step 2: Recognize Existing Knowledge 39
Step 3: Identify People to Speak With 40
Step 4: Choose Research Methods 42
Method: Individual Interview 42
Method: Group Interview 44
Method: In-Context Immersion 46
Method: Self-Documentation 50
Method: Community-Driven Discovery 53
Method: Expert Interviews 55
Method: Seek Inspiration in New Places 57
Step 5: Develop an Interview Approach 58
Method: Interview Guide 58
Method: Sacrificial Concepts 60
Method: Interview Techniques 64
Step 6: Develop Your Mindset 66
Mindset: Beginner’s Mind 66
Mindset: Observe vs. Interpret 68

Create
The Create section will help you translate what you
learned in the field into concrete solutions.

Step 1: Develop the Approach 84
Method: Participatory Co-Design 84
Method: Empathic Design 89
Step 2: Share Stories 92
Step 3: Identify Patterns 94
Method: Extract Key Insights 94
Method: Find Themes 98
Method: Create Frameworks 100
Step 4: Create Opportunity Areas 102
Step 5: Brainstorm New Solutions 104
Step 6: Make Ideas Real 106
Step 7: Gather Feedback 108

Deliver
The Deliver section will give you the tools to go
from ideas and prototypes to solutions and plans
that can be implemented. It will also help you create
a learning plan to measure and continue iterating
on your designs.

Step 1: Develop a Sustainable Revenue Model 126
Step 2: Identify Capabilities for Delivering Solutions 131
Step 3: Plan a Pipeline of Solutions 134
Step 4: Create an Implementation Timeline 138
Step 5: Plan Mini-Pilots and Iteration 140
Step 6: Create a Learning Plan 144
Method: Track Indicators 146
Method: Evaluate Outcomes 148

FIELD GUIDE 154
The Field Guide contains worksheets that will help you to
prepare for and conduct field research. The Field Guide and
the Aspirations Cards, are all you will need to take to the
field with you.

H C D 1
Introduction
Human Centered Design

Are you
looking
to...
Bring innovation to the base
of the pyramid? Enter a new region?
Adapt a technology to your region?
Understand the needs of constituents
better? Find new methods for
monitoring and evaluation?

H C D 3
Introduction

This
toolkit
was
made for
you.
It contains the elements to Human-Centered Design, a process
used for decades to create new solutions for multi-national
corporations. This process has created ideas such as the
HeartStart defibrillator, CleanWell natural antibacterial products,
and the Blood Donor System for the Red Cross—innovations that
have enhanced the lives of millions of people.

Now Human-Centered Design can help you
enhance the lives of people living on less
than $2/day.
This process has been specially-adapted for organizations
like yours that work with communities in need in Africa, Asia,
and Latin America.

Human-Centered Design (HCD) will help you hear the needs
of constituents in new ways, create innovative solutions to
meet these needs, and deliver solutions with financial
sustainability in mind.

Let’s get started.

4 H C D
Introduction
Why Do HCD?

Why do
Human
Centered
Design?
B
ecause it can help your organization
connect better with the people you
serve. It can transform data into
actionable ideas. It can help you to
see new opportunities. It can help to
increase the speed and effectiveness
of creating new solutions.

H C D 5
Introduction
Why Do HCD?

We are excited about our ability to continue
replicating the Human-Centered Design process
to create and bring to scale new approaches
to provide eye care in the developing world.
—VISIONSPRING, INDIA

HCD surprised us because even people
who didn’t know a lot about the topic
were able to create so many solutions.
—IDE Vietnam

Why a toolkit?
ecause the people are the experts.
B
They are the ones who know best what the right solutions are.
This kit doesn’t offer solutions. Instead, it offers techniques,
methods, tips, and worksheets to guide you through a process
that gives voice to communities and allows their desires to guide
the creation and implementation of solutions.

B
ecause only you know how to best use it.
Human-Centered Design is a process broken into a set of tools.
This is so that you can pick and choose which techniques
work best for your context and your situation. Use it alone
or along with PRISM, value chain analysis, PRA, triangulation
or other methods you use in your organization to imagine
and implement new ideas.

6 H C D
Introduction
The Three Lenses of

THE THREE LENSES OF
HUMAN-CENTERED DESIGN
Human-Centered Design (HCD) is a process and a set of techniques used
to create new solutions for the world. Solutions include products, services,
environments, organizations, and modes of interaction.

The reason this process is called “human-centered” is because it starts with the
people we are designing for. The HCD process begins by examining the needs,
dreams, and behaviors of the people we want to affect with our solutions.
We seek to listen to and understand what they want. We call this the Desirability
lens. We view the world through this lens throughout the design process.

Once we have identified a range of what is Desirable, we begin to view our
solutions through the lenses of Feasibility and Viability. We carefully bring
in these lenses during the later phases of the process.

D esirabilit y What do people desire?

FEASIBILIT Y What is technically and organizationally feasible?

Viabilit y What can be financially viable?

H C D 7
Introduction
The Three Lenses of

Start Here

D esirabilit y

FEASIBILIT Y Viabilit y

The solutions that emerge at the
end of the Human-Centered Design
should hit the overlap of these
three lenses; they need to be
Desirable, Feasible, and Viable.

8 H C D
Introduction
The HCD Process

THE HCD PROCESS
The process of Human-Centered Design starts with a specific Design Challenge and
goes through three main phases: Hear, Create, and Deliver. The process will move
your team from concrete observations about people, to abstract thinking as you
uncover insights and themes, then back to the concrete with tangible solutions.

HEAR

During the Hear phase, your Design Team will collect
stories and inspiration from people. You will prepare for
and conduct field research.

H c

H C D 9
Introduction
The HCD Process

C R E AT E

In the Create phase, you will work together
in a workshop format to translate what you heard from
people into frameworks, opportunities, solutions, and
prototypes. During this phase you will move together from
concrete to more abstract thinking in identifying themes
and opportunities, and then back to the concrete with
solutions and prototypes.

DELIVER

The Deliver phase will begin to realize your solutions through
rapid revenue and cost modeling, capability assessment,
and implementation planning. This will help you launch new
solutions into the world.

D

Abstract

Concrete

To recall these phases, simply remember H-C-D.

10 H C D
Introduction
How to Use this Toolkit

HOW
TO USE
THIS
TOOLKIT
This toolkit will guide you
through an innovation process
based on HCD methodology.

H C D 11
Introduction
How to Use this Toolkit

A FLEXIBLE TOOLKIT
Using this toolkit on its own will yield great solutions.
However, HCD is also very flexible and can complement
or be supplemented by various other approaches.
Methods such as Participatory Rural Appraisal (PRA),
Subsector/Value Chain Analysis and Triangulation can
all be incorporated into the HCD methodology provided
here. For example, your Design Challenge may necessitate
knowing about the mapping of village resources. If a team
member is familiar with a PRA method effective for
gathering this kind of information, it should absolutely
be incorporated into the process.

So be creative and rigorous in choosing and mixing your
methods – the best outcomes might come from the most
unexpected combinations!

There is the “facilitator” version of the Toolkit. If you
are the facilitator, use the notes provided to you in the
margins as rough instructions of how to move your team
TIP
forward through the innovation process. Please add any
additional instructions, methods, or techniques you feel
would be relevant to your design challenge.

The facilitator must user his/her power wisely.
The facilitator is a role to lead the team through
WATCH the process; this person can certainly contribute to
OUT the content of the ideas, but should not use his/her
power to sway decisions.

12 H C D
Introduction
Best Practices
for Innovation

BEST
PRACTICES
FOR
Innovation
By completing thousands of innovation
and design challenges, IDEO has
learned a few rules for creating an
environment to facilitate innovation.
See if any of these can be applied to
your organization.

H C D 13
Introduction
Best Practices
for Innovation

Multi-Disciplinary TeaMS
The challenges you face are very complex and are likely to
have been explored by predecessors. You will have a higher
likelihood of success at solving such complex, difficult, and
already-examined problems by intentionally assembling the
right team of people. This team will work best if it consists of
a core group of 3-8 individuals, one of whom is the facilitator.
By mixing different disciplinary and educational backgrounds,
you will have a better chance of coming up with unexpected
solutions when these people approach problems from
different points of view.

Dedicated Spaces
Having a separate project space allows the team to be
constantly inspired by imagery from the field, immersed
in their post-it notes, and able to track the progress of
the project. If possible, find a dedicated space for your
design team to focus on the challenge.

Finite Timeframes
Many people notice that they work best with deadlines and
concrete timelines. Likewise, an innovation project with a
beginning, middle, and end is more likely to keep the team
motivated and focused on moving forward.

To ensure that there is a balanced gender perspective,
involve female staff in all phases of this process.
TIP

14 H C D
Introduction
Scenarios of Use

SCENARIOS
OF USE
The following Scenarios of Use help
to outline four possible ways to use
this toolkit for innovation. The first two
scenarios utilize the principle of finite
timeframes to frame the entire challenge,
while the latter two demonstrate how
small sections of the toolkit can be used
to provide motivation, concrete goals,
and a path to getting unstuck in
longer-term programs.

H C D 15
Introduction
Scenarios of Use

Scenario 1:
The Week-Long
Deep Dive
This mode of engagement forces the design team to work
quickly to gather and analyze data, then moves rapidly to
solutions, prototypes and plans. The one-week timeframe
is a familiar timeline that is long enough to gain good
understanding, yet short enough to allow a stressed
organization to put limited resources against a challenge.
This format is good for early-phase learning and for
spurring new thinking.

Use When You:
» Need to learn about a new area or challenge quickly.
» Need to kick-start thinking about a long-standing
intractable problem.
» Want to refresh the thinking of the staff.

Pull Out and Use:
» All sections of the Toolkit in sequence.

Know the limitations of your data and your early
prototypes when doing a Week-Long Deep Dive.
If validity is necessary without much time for
TIP
research, use secondary data to triangulate your
findings. Build a plan for iterating early prototypes
for future refinement.

16 H C D
Introduction
Scenarios of Use

Scenario 2:
The several-month
Deep Dive
A longer Deep Dive can last several weeks to several
months. This mode of use enables a deeper, more nuanced
understanding and theorization of a complex challenge
or problem. With a longer time frame, more locations can
be examined and more stakeholders in the value chain
can become participants in the process.

Use When You:
» Need to design robust solutions because the funds
for implementation are available.
» Have the resources to allocate on thinking through
a multi-faceted challenge.
» Need to engage many actors in the process, such
as partners, value chain stakeholders, funders, etc.

Pull Out and Use:
» sections of the Toolkit, allowing the nature of the
All
Challenge to dictate the appropriate timeframes
for each Phase.

When you have more time for a Deep Dive, it may
be tempting to spend the vast majority of time doing
more research. Pay attention and notice when you
TIP
are hitting decreasing returns and stop the research
when you are learning little new information. Remember—
in the early stages, you are doing research to understand
the problem and inspire the team. There will be time
to validate later.

H C D 17
Introduction
Scenarios of Use

Scenario 3:
activating already-existing
knowledge
Often organizations have a great deal of research and
already-existing information but are unable to translate all
that information into actionable solutions. In this case, the
processes outlined in Create and Deliver can help your team
transform what you know into things you can start doing.

Use When You:
» Have a lot of data and you don’t quite know
what to do with it.
» Have been hearing interesting stories from the field
staff and want to see if those stories can yield new
opportunities or solutions.
» Have a robust research methodology that you
like better than the one in this toolkit.

Pull Out and Use:
» Create
» Deliver

Even if you have the information captured in a
different form (in Word documents, for example),
take the time to translate that information through
TIP
the Story Sharing methods outlined in the first
part of the Create booklet.

18 H C D
Introduction
Scenarios of Use

Scenario 4:
complementing EXISTING
long-term activities
Many HCD methods are applicable at different times to
the challenges your organization will face in Technology
Adaptation, Monitoring Evaluation, etc. We hope that you
will find some of the techniques useful in infusing the spirit
of innovation in your day-to-day activities, even when there
is no explicit Design Challenge at hand. Pick and choose your
methods as you wish to help complement your daily work.

Use When You:
» Want a new technique to add to your work routines.
» See a method in this toolkit that you find applicable
to the daily challenges you face.
» Can’t set aside the resources for an HCD project,
but want to infuse the spirit of Human-Centered Design
in your everyday work.

Pull Out and Use:
» Any pieces of your choosing.

For example, if you’re working on adapting an existing
technology and have already-existing information about
the context you want to adapt to, use Steps 3, 4, 5,
TIP
and 6 in the Create book to guide you through several
iterations of opportunity identification, brainstorming,
prototyping, and user feedback.

On the other hand, if you are looking for help in gathering
data for ME reporting, use the exercises in the Field
Guide to supplement your current activities.

SCENA
H C D 19

RIOS
OF
USE

IMPROVING ACCESS TO ECONOMIC RESOURCES, MONGOLIA

ENGAGING COMMUNITIES IN DESIGN, RWANDA

WATER STORAGE AND TRANSPORTATION, INDIA

H C D 29

hear:
GOALS
Designing meaningful and innovative solutions that
serve your constituents begins with understanding
their needs, hopes and aspirations for the future.
The Hear booklet will equip the team with methodologies
and tips for engaging people in their own contexts in
order to understand the issues at a deep level.

Goals of this book are to guide:

» Who to talk to
» How to gain empathy
» How to capture stories

Great technique for getting
farmers to tell stories.
—IDE zambia

H C D 31

hear:
OUTPUTS
At the end of the Hear section, prepare to go to the field
by completing these worksheets from the Field Guide:
Recruiting Plan
Research Schedule
Identity, Power Politics
Group Interview Guide
Individual Interview Guide

Outputs of the Hear Phase are:

» Peoples’ stories
» Observations of Constituents’ reality
» Deeper understanding of
needs, barriers, constraints

Qualitative research methods enable
the design team to develop deep
empathy for people they are designing
for, to question assumptions, and to
inspire new solutions. At the early stages
of the process, research is generative —
used to inspire imagination and inform
intuition about new opportunities and
ideas. In later phases, these methods
can be evaluative—used to learn quickly
about people’s response to ideas
and proposed solutions.

H C D 33

hear:
theory
What will qualitative research What will qualitative research
methods do? methods not do?

Qualitative methods can uncover deeply- Qualitative methods will not determine
held needs, desires, and aspirations. It is “average” behaviors/attitudes or answer
particularly useful in early-stage research questions such as: “Are people in X
to test assumptions about the world, region more likely to do this than in
and when we cannot assume that the Y region?” This is because qualitative
researchers already know the entire methods do not cover a sample large
universe of possible answers, beliefs, enough to be statistically significant.
and ideas of the participants.
Deep understanding,
Qualitative methods can not broad coverage,
help unveil people’s social, is the strength of
political, economic, and qualitative research.
cultural opportunities and In later phases of the design process,
barriers in their own words. quantitative research becomes a good
Qualitative research can also be powerful complement to understand, for example,
for analyzing and mapping the relational the potential adoption of a new solution
dynamics between people, places, objects, or to understand how the effect of
and institutions. This is possible because solutions will vary from region to region.
phenomena in the social world tend to be
internally related (that is, they are mutually-
dependent and co-constituted).

By examining the extreme ends of a set of
phenomena in depth, the entire universe
of relationships can be illuminated since
other instances will fall somewhere on the
map of relations and links. Once a set of
relationships are identified, they can be
interrogated using interpretive methods or
further refined for quantitative testing.

34 H C D
Hear
Identify A
Design Challenge

Facilitator Notes

Time:
1-1.5 Hours

Difficulty:

Step 1: Work with
leadership to identify identify a
a list of criteria for the
challenge. (i.e. Does design challenge
it need to fit into a
certain timeframe?
Does it need to have The foundation of HCD is a concise Design Challenge. This challenge will
a geographical or guide the questions you will ask in the field research and the opportunities and
topical focus? Does solutions you will develop later in the process. A Design Challenge is phrased
it need to fit into
in a human-centered way with a sense of possibility. For example: “Create savings
an existing initiative?
Does it need to explore
and investment products that are appropriate for people living in rural areas.”
new opportunities?)

Step 2: With
leadership, the
design team, and/or The Design Challenge can be decided by organizational
constituents, make a leadership or can be developed through a team-based
list of the challenges approach. In either case, begin by identifying challenges
you are facing. TIP
#1 people are facing or springboard off opportunities the
Step 3: Re-frame organization is interested in exploring. Narrow this list
those challenges down to one specific design challenge.
from the constituent’s
point of view and
broader context.

Step 4: Vote or select
the top two or three
A good Design Challenge should be:
challenges based on
your criteria.
» Framed in human terms (rather than technology,
Step 5: Narrow to one TIP product, or service functionality)
challenge with input #2
from key stakeholders.
» Broad enough to allow you to discover the areas
of unexpected value
Step 6: Write a
succinct, one sentence » Narrow enough to make the topic manageable
Design Challenge to
guide the design team.

de H C D 35

sign
The challenge you choose may be related to adoption
of new technologies, behaviors, medicines, products,
WATCH or services. This might lead to framing a design challenge
OUT that is organization-focused, such as “How can we get
people in villages to adopt savings accounts?” Instead,
to act as a springboard for innovation, the challenge
should be re-framed in a more human-centered way,
such as “How can we create a financial safety net
for people in villages?”

Start the design challenge with an action verb such as
“Create”, “Define”, “Adapt”, etc. Or phrase the challenge
TRY as a question starting with: “How can...?”

H C D

Case
study
Team-based design
challenge definition
In Ethiopia, IDE defined the design challenge through a series of different
steps. First a small core team – the country director and IDE corporate
staff — determined a set of criteria and short list of important challenges.

Armed with this information, the country director and design team
developed a set of criteria for the design challenge. This criteria was:

» Limited enough to complete the challenge in 3-4 days

» Focused on farmer needs

» Broad enough to discover what is desirable to farmers

Next, the team listed all the challenges they wanted to pursue.
The country director then gave the team some information about the
conversation among the core team which helped to focus the choices.
Referring back to the criteria the team developed, the challenges were
narrowed through a democratic vote. The top three were:

» What can we offer farmers who don’t have enough rainwater access?

» What are the best ways to communicate IDE offerings to farmers?

» What makes farmers say yes?

The team discussed the possibilities and decided that the second and
third were actually closely related. So the team re-phrased the Design
Challenge to become: “Define the appropriate approach for reaching
a larger number of smallholder farmers with IDE offerings.”

After more discussion and a final vote, this challenge was selected.

RECOG
38 H C D

NIZE
KNOW
LEDGE

H C D 39
Hear
Recognize Existing
Knowledge

Recognize Existing Facilitator Notes
Knowledge Time:
30-60 mins.
Chances are good that you already have some knowledge about the topic.
Conducting a “What Do We Know?” session helps call forth existing knowledge Difficulty:

related to the Design Challenge. Once documented, you can freely focus on
discovering what you don’t yet know. Step 1: Post the design
challenge so that the
team can see it.

Step 2: Hand out
post-it notes to the
First, on Post-Its, write down what you already know design team, and ask
about the Design Challenge, including: them to write what
TRY they already know
» What people need or want about the topic.
Have one piece of
» What technologies can help in this challenge information per
post-it note.
» What solutions or ideas are being tried in other areas
Step 3: Ask each
» Any early hypotheses about how to solve the person to read their
Design Challenge notes, and post them
under the design
Are there any contradictions or tensions that emerge? challenge. Ask
Where is the team’s knowledge the strongest: on the others to disagree
needs of people, on the technological possibilities, or in or challenge any
of the assumptions
how to implement ideas?
that come out.
Next, write down what you don’t know but need to learn
Step 4: Ask the team
about the area of investigation, such as: to write down on
post-it notes what
» What constituents do, think, or feel
they don’t know
about the challenge
» How people value offerings
and read their notes.
» What constituents’ future needs may be Post these notes in
a different area.
» Challenges to implementation of ideas
Step 5: Group the
Where are the biggest needs for research? post-it notes into
themes to help the
How should the recruiting strategy be tailored?
team develop research
Which categories might structure the discussion guide? methods, a recruiting
plan, and the
interview guide.

40 H C D
Hear
Identify People
to Speak With

Facilitator Notes

Time:
30-60 mins.
identify people
Difficulty:
to speak with
Step 1: Develop
the spectrum along Recruiting appropriate and inspirational participants is critical. Attention to gender,
which to recruit. ethnicity, and class balance is crucial for research.
Generate several
options (i.e. High For research meant to inspire new opportunities, it is useful to find people who
income to low income, represent “extremes.” Extreme participants help to unearth unarticulated behaviors,
early adopter to risk
desires, and needs of the rest of the population, but are easier to observe and
averse, large landholder
to landless). Individually
identify because they feel the effects more powerfully than others. By including
or collectively narrow both ends of your spectrum as well as some people in the middle, the full range
to one or two relevant of behaviors, beliefs, and perspectives will be heard even with a small number of
spectrums to make sure participants. Including this full range will be important in the later phases, especially
“extremes” are covered
in constructing good frameworks and providing inspiration for brainstorming.
in the research.

Step 2: Identify the
relevant locations to
recruit participants.
Ask stakeholders to Some communities may be resistant to male NGO staff
list good areas for this interviewing women. Make sure female staff help recruit
research. Pick 2-5 field GENDER interview women.
sites that vary from one
another (i.e. a dry and
a wet site or a site in a
central district and one
more remote).

Step 3: Select Group sessions are a great springboard to identify
appropriate community participants for the individual interviews. However,
contacts to help WATCH communities often want to showcase only the
arrange community OUT
meetings and individual
most successful constituents or male community
interviews. Make sure members to NGOs.
community contacts
include men women.

H C D 41
Hear
Identify People
to Speak With

One-third of participants might be “ideal constituents”:
those who are successful, adopt new technologies
quickly, and/or exhibit desirable behaviors.
TIP
#1 One-third of participants should be on the opposite
extreme: those who are very poor, resistant to new
technologies, and/or exhibit problematic behaviors.

One-third of participants should be somewhere in
between: those who the researchers believe represent
more “average” people.

To satisfy the economic spectrum from the more
well off to the very poor, you might ask:

TIP » “Can you introduce me to a family who cannot
#2
afford to send their children to school?”

» “Who has not been able to afford maintenance
or repairs to their home?”

» “Who has experienced a recent setback
(medical problems, bad harvest, etc)?”

Refer to the Field Guide to help
guide your recruiting.

42 H C D
Hear
Choose Research Methods
Method: Individual Interview

choose research methods
Design research is useful to not only understand individuals but also
frame individual behaviors in the context and community that surrounds
them. Therefore, it will be important to employ many methods of research.
In addition to the methods described in this book, secondary sources
and quantitative data can be supplemented to understand income or
asset variances across different regions. Five methods described here are:
» Individual Interview
» Group Interview
» In Context Immersion
» Self-Documentation
» Community-Driven Discovery
» Expert Interviews
» Seeking Inspiration in New Places

method:
individual interview
Facilitator Notes
Individual interviews are critical to most design research,
Time:
since they enable a deep and rich view into the behaviors,
60-90 mins.
reasoning, and lives of people. If possible, arrange to
Difficulty: meet the participant at his/her home or workplace, so you
can see them in context. In-context interviews give the
Step 1: After your
participant greater ease and allow you to see the objects,
team has written spaces, and people that they talk about during the interview.
the Interview
Guide (see Field
Guide), practice the
individual interview
by partnering in If there are many people on the research team, no more
teams of two. One than three people should attend any single interview
person plays the
WATCH so as to not overwhelm the participant and/or create
role of the interviewer
and the other the
OUT difficulty in accommodating a large group inside the
interviewee. Ask the participant’s home.
teams to go through
a “practice interview”
with their partner.

what they learned
Refer to Step 5: Develop an Interview Approach to
through this exercise.
Are there any topics
create a set of questions for your individual interviews.
or questions that
are missing?

H C D 43

The interview should be conducted without an audience,
since the presence of neighbors, friends, or others can
sway what the person says or what they are able to
TIP
#1 reveal. Privacy can often be difficult to create, however.
One tactic to accomplish privacy is to have one person
on the research team pull the audience aside and engage
them in a parallel conversation in a place where the
primary interview cannot be heard.

Assign the following roles so that each person
has a clear purpose visible to the participant:

TIP » one person to lead the interview
#2
» a note taker

» a photographer

44 H C D
Hear
Method: Group Interview

method:
group interview
Group-based interviews can be a valuable way to learn
about a community quickly. Group interviews can be
good for learning about community life and dynamics,
understanding general community issues, and giving
everyone in a community the chance to voice their views.

Group interviews are not good for gaining a deep
understanding of individual income streams, uncovering
what people really think, or understanding how to change
commonly-held beliefs or behaviors.

Guidelines for group meetings:
Size: 7-10 people from diverse economic backgrounds

TIP Place: Meet on neutral ground in a shared community
Facilitator Notes
#1 space that all people have access to (regardless of age,
Time: gender, status, race).
1.5-2 Hours
Gender: Mixed or same-sex groups depending on
Difficulty:
the customs in that community (if men and women
should meet separately, two facilitators can run the
Step 1: After the team groups in parallel).
develops a Group
Interview Guide Age: Mixed groups of parents and teens/children,
(see Step 4), have
depending on the topic and local context.
the team partner in
groups of two for a
practice interview. Ask
the interviewers to
develop an approach
for including women
and quieter members
Are the viewpoints of men and women equally
of the group. Ask valued in this community? If not, it may make sense
them also to develop WATCH to have two meetings, one with women only and one
strategies for asking OUT
with men only.
people who may
be dominating Are political heavyweights (such as chiefs, local
the conversation
administrators, etc) present? If so, their opinions
to allow other
people to answer.
may hamper the ability of others to speak freely.

Step 2: Have the team
Does the community view you as a source of funds,
share “best practices” gifts, or charity? If so, their interactions may be
for including quieter influenced by the desire to access potential benefits;
members of the group it may be helpful to prepare an introduction that
and redirecting the
makes the purpose of the interview clear and state
conversation away
from people who that nothing will be given away.
are dominating
the conversation.

H C D 45

NGOs can sometimes unintentionally send a message
of separateness by wearing branded NGO clothing
and creating spatial distance between themselves
TIP
#2
and the participants. It’s important to lessen these
barriers and to disrupt common hierarchical perceptions
of benefactor/researcher and recipient/participant.
Here are some tips:

» Sit at the same height level as the participants

» there is more than one researcher, don’t sit
If
together; stagger yourselves throughout the group

» Try not to wear organization-branded clothing that
signifies your status as benefactor or researcher

» Emulate the same status of clothing as participants
(note: this does not mean wearing the “traditional
dress” of the constituent community if this is not
your own heritage)

Refer to Step 5 : Develop an Interview Approach
to identify questions for the group.

46 H C D
Hear
Method: In-context Immersion

method:
in context immersion
Meeting people where they live, work, and socialize and
Facilitator Notes immersing yourself in their context reveals new insights
and unexpected opportunities.
Time:
2-4 Days
Human-Centered Design works best when the designers
understand the people they are designing for not just on an
Difficulty:
intellectual level, but also on an experiential level. Try to do
what your constituents do and talk to them about their
Step 1: To plan a
homestay, identify
experience of life in the moment.
people willing to
host a researcher for
one-to-three nights
in their home.
Depending on local On a project in rural India, people said that cultural
customs, level of tradition prevented women from touching men who
safety, and language GENDER are not immediate family members. However, by
barriers, team
spending several days in a village, the team observed
members can stay in
homes individually or that there were many instances in which trained or
partner up in groups uniformed women doing specific jobs were able to
of two to three people. touch men without any serious problems. These gaps
between what people say and what they do are not bad.
Step 2: Make sure the
team understands In fact, seeing these differences may highlight new
that the goal of this opportunities; for example, designing a new medical
exercise is to see service that could be provided by uniformed women.
how participants live
day-to-day. Advise
your team not to
bring elaborate gifts,
food, or alcohol to
the homestay.
Work Alongside
However, a small
gift of ordinary Spend a few hours to a few days working with someone.
household supplies TRY By experiencing the business and activity firsthand, you
or help with normal #1 may gain better understanding of their needs, barriers,
family expenses is
and constraints.
perfectly fine.

Step 3: Tell team
members to
participate with
the family in their
normal routines.
Family Homestay
Ask the team to Ask a family to host 1-2 team members for a few nights
spend time with TRY in their home. Staying for a few nights allows the family
and talk to the men, #2 to gain comfort and act naturally. After the second night,
women, and children
very few people can maintain a “show” for guests, and
in the household. It’s
important to see the understanding and empathy the team will gain will
how the household increase the longer you stay in one place.
works from all these
different perspectives.

IN H C D 47

CON What people say (and think) they do and what they
actually do are not always the same thing.
With no intent to mislead you, people often have strong

TEXT
TIP
#1
beliefs about what they do on a daily basis that differs
from what they actually do. The goal is not to correct or
point out the misperception, but rather to understand
the difference.

Putting yourself in someone’s shoes enables
you to get beyond what people say to what
they think and feel.
TIP
#2 Being in-context means gaining true empathy through
being with people in their real settings and doing the
things they normally do. This kind of deep immersion
gives us Informed Intuition that we take back with us
to design solutions. We begin to take on the perspective
of the interview participant which enables us to make
design decisions with their perspective in mind.
Of course, we always go back into the field and get
feedback from the source to see if our Informed
Intuition led us to the right choices, and how we
can improve them.

Deep immersion shows commitment and staying power.
For example, working with a person for a day in his or her
field, living with a family for a few days or helping them
TIP
#3 bring their products to market are ways of showing your
deep interest in the day-to-day lives of your participants.
Trust is built over time and people feel at ease sharing
their plans and hopes for the future. Many NGOs gain
this depth of connection over many months of relationship
building. Some techniques like the overnight stay described
in the case study on the next page can accelerate this
trust building.

H C D

Case
study
overnight
stay in the field
On a project to increase small holder farmer income for IDE
Ethiopia, the design team stayed overnight in Arsi Negelle,
Ethiopia, where they plowed the family’s fields the next morning.
The overnight enabled the team to get beyond the common
stories people tell to NGOs and learn about one farmer’s most
intimate plans for the future.

They visited a farmer named Roba the first evening and
once again the next day.

When they first met Roba, he portrayed an overall sense of
hopelessness. He described things that happened TO him, in
particular the government’s recent land redistribution. Some
farmers received land in the irrigated area near the lake.
Some did not. He was in the latter group.

The next day, he was shocked to discover that the team was
still there. His demeanor had changed completely. He knew
the team was committed. This time, he shared that in fact he
did have a plan for pulling his family out of poverty. If he could
secure a $200 USD loan, he would first buy an ox so he wouldn’t
have to trade two days of his own labor to borrow a neighbor’s.
Then he’d rent a piece of land in the irrigated territory and
purchase improved seed. He no longer viewed the team as a
wealthy NGO who was there to provide a free gift, but rather
a partner in how he could take command of his own future.

50 H C D
Hear
Method: Self-documentation

method:
Self-Documentation
Self-Documentation is a powerful method for observing
processes over a long period of time, or for understanding
the nuances of community life when the researcher can’t be
there. Records of experiences, such as journal entries, allow
the team to see how participants see their life, community,
and relationships.

Recruit several people and give them cameras, video
cameras, voice recorders or journals, with instructions.
TRY Ask them to document their experiences over a few
days or weeks. Give participants instructions designed
to guide them on how to easily record activities that
will yield relevant information to the research project.
Facilitator Notes
The easier it is to self-document, the more likely it is
that participants will complete the exercise.
Time:
2-30 Days

Difficulty:

Often teenagers and young people are good participants
Step 1: Decide what
you would like people
in self-documentary exercises. Young people tend to
to document -- their want to express themselves in new ways, and can find
TIP
feelings, activities, the process of documenting their lives and the
#1
family life, income, community less intimidating than older adults.
or behaviors. Based
on this, decide what
the best mode for
collection of the
information might be:
photographs, diaries,
You may find that your participants need a little help
voice recordings, etc.
practicing the techniques for self-documentation. If this is
Step 2: Give the case, show some examples of how other people have
participants the tools TIP
done self-documentation, or spend a few hours with the
and instructions to #2
participant to show them how to capture information.
document themselves
for several days.

Step 3: When
you return to the
participants, review
the materials together. Be sensitive to who has access to what in a community.
Remember to ask It is important to recruit both men and women in this
them not just what the GENDER exercise to have a balance of perspectives. Also be
things are that they
sensitive to class, age, and other factors that will affect
documented, but also
why they chose these the information people are able to collect and record.
details and how they
felt about the items.

H C D 53
Hear
Method: Community-driven
Discovery

method:
Community-Driven
Discovery
In most cases, the real experts on a certain topic and those
Facilitator Notes
with the most insight for the Design Challenge are the people
in the community or end customers. Consider recruiting Time:
2-4 Days
members of the community to be the primary researchers,
translators, designers and/or key informants for the project. Difficulty:

Community members with strong relationships, respected
leaders, or people with a reputation for intelligence and Step 1: Identify a
fairness are often good people to identify as research few people in the
community that will be
partners. By asking people in the community to lead the
good members to have
research, the other participants may be able to express on the design team.
their concerns more openly and honestly. In addition, Try to ensure that
through their intimate knowledge of the community, these these individuals are
trusted and respected
research partners can help interpret the hidden meaning
members of the
and motivations behind the statements of other participants. community, that they
are fair and unbiased,
and have no personal
stake in the results of
the design solutions.
Community politics can sometimes transform a research
Step 2: Decide how
project into a community battle for access to the resources
you will compensate
WATCH of the researcher and/or NGO. Even when these resources these individuals.
OUT are not real, the perception of favoritism can be damaging. Sometimes it will be
Before starting a project utilizing community-driven appropriate to pay
them a salary based on
discovery, it is important to understand the relevant
what other members
dynamics and power relationships. of the design team are
getting paid, while in
other situations, non-
monetary gifts are
more appropriate.
If you are uncertain,
Find people in the community who are particularly seek advice.
innovative or who have been doing things out of the
ordinary in order to achieve success. How might you Step 3: Integrate these
TRY
design team members
partner with these individuals to inspire new solutions?
at every point in the
What can be learned by leveraging their innovations project, valuing their
and knowledge? knowledge of the
community dynamics
and needs.

EXPER
54 H C D

RT INT
TER
VIEW

H C D 55
Hear
Method: Expert Interviews

method:
Expert Interviews
Experts can be called upon to provide in-depth and technical
information. Reaching out to experts is particularly useful
in cases where the team needs to learn a large amount of
information in a short period of time, and/or where others
have already done a lot of research on a topic.

Some examples of good times to call upon expert
interviews are:

» To learn about the history of a particular community
or topic

» To understand the regulations that might affect Facilitator Notes
design and implementation of solutions
Time:
» To gather information about new technologies that 1.5-3 hours

have been recently invented or that are on the horizon
Difficulty:

Step 1: Identify the
areas or topics that
Expert interviews are not a substitute for primary you would like to talk
to experts about.
research with participants and communities. Often
WATCH experts overstate their expertise or develop their Step 2: Find and
OUT
own assumptions and biases that can stifle innovation. recruit these experts
by telling them about
your project and the
intended length of
time you will speak
with them. Try to
If possible, interview experts with different points speak with people
who have different
of view on a topic in order to balance out biases.
TIP opinions on the topics
#1 to challenge the team
to think in new ways.

Step 3: Return to
some of these experts
during the Feedback
Remember that the real experts are the people portion of the project
-- experts can be even
you’re designing for. Don’t ask experts for solutions
more helpful when
TIP or take their ideas as the final solution. there is something
#2 tangible for them to
respond to.

H C D 57
Hear
Method: Seek Inspiration
in New Places

Facilitator Notes

Time:
20-60 mins.

Difficulty:
MeTHOD:
Seek Inspiration Step 1: Think about

in New Places all the activities,
feelings, and behaviors
One of the best ways to inspire new ideas is to look at that make up the
experience of your
similar experiences in other contexts, instead of focusing
challenge. Ask
too narrowly on the research topic. The simple act of the team to list
looking at different contexts can bring to mind new insights. these together.
For example a surgeon can get insights about organizing
Step 2: Next to each
their medical supplies by visiting a hardware store, an airline
activity, feeling, or
employer might get ideas about check-in by observing a behavior, write down
hotel front desk or a water-jug creator could observe other a few other areas or
ways individuals transport heavy objects or liquids. situations where this
exists. For example,
if the activity is “use
a device at the same
time every day”, other
situations might be
To identify inspirational settings, list all the distinct
how people use
activities or emotions that make up the experience alarm clocks, wells,
TRY you are researching. For example, a doctor’s visit might or mobile phones.
#1 include the following activities and feelings: getting
sick, discussing a doctor visit with family, travel, paying,
vote on the situations
and following doctor instructions such as taking that they would like to
medication or changing behavior. Find other situations observe for inspiration
that include some or all of these activities and then go and arrange for an
and observe them. observation.

Step 4: During the
observation, have the
team take pictures
and notes of the
experience. Together,
debrief on what this
This method is most useful when you have already
experience was like
TRY done some research, and need to refresh your thinking. and what they can
#2 apply to the
design challenge.

58 H C D
Hear
Develop an
Interview Approach
Method: Interview Guide

Develop an interview approach
Interviewing is an art that balances the dual needs of getting relevant
information from the customer and engaging with them as a curious and
empathetic friend. Intentionally developing your strategy for interviewing is
key to managing this balance. Here we include three interview methods that
may help you to develop the interview approach right for you:
» Interview Guide
» Sacrificial Concepts
» Interview Techniques

Facilitator Notes
method:

Time:
1-2 Hours interview guide
The semi-structured interview is a key method of enabling
Difficulty:
dialogue and deep engagement with participants while
retaining focus on a particular topic. Thoughtful structuring of
Step 1: Generate a list
of topics related to
the interview questions will take the participant on a mental
your design challenge journey from the specific to the aspirational to the tangible.
to cover in field
research.

Step 2: Sort the topics
based on what are the
OPEN SPECIFIC
main categories and
sub-categories. Warm up the participant with questions they are
comfortable with.
Step 3: Identify if TIP 1. Household demographics
any topics are #1
2. Who does what in the household?
specific to male or
female activities. 3. Stories of recent past

Step 4: Break into G O B R OA D
groups of two. Take Prompt bigger, even aspirational, thinking that
each main category they may not be accustomed to on a daily basis.
and assign a group
4. Aspirations for the future
to generate a list of
questions to ask in
5. System-based questions
the field based on
PROBE DEEP
the topics listed in
the main category. Dig deeper on the challenge at hand prompt
with ‘what if’ scenarios.
Step 5: Have each 6. Income sources
group present their
7. Questions specific to innovation challenge
questions to the larger
team and add any 8. Sacrificial Concepts
additional questions
that may be missing.

H C D 59

Begin by brainstorming the topical areas you’d
like to cover during the interviews, like
TRY
» sources of livelihood
#1
» sources of information

» financing models

Use post-its to capture questions that respond
to these topics. For ‘sources of information,’
TRY one might ask:
#2
» When you have a setback in your life,
who do you go to for advice?

» Have you heard about new ways of doing things in
the past year? How have you heard about them?

Move the post-its around to sort the questions
into a logical flow based on the sequencing of
TRY START SPECIFIC, GO BROAD then PROBE DEEP.
#3

Create your own in your Interview Guide at the back
of your Field Guide based on the example on the
opposite page.

60 H C D
Hear
Develop an
Interview Approach
Method: Sacrificial Concepts

method:
sacrificial concepts
Scenario-based questions or Sacrificial Concepts can help
make hypothetical or abstract questions more accessible.
A sacrificial concept is an idea or solution created to help
understand the issue further. It is a concept that doesn’t
have to be feasible, viable, or possible since its only purpose
is deeper understanding. A good sacrificial concept
sparks a conversation, prompts a participant to be more
specific in their stories, and helps check and challenge your
assumptions.

Facilitator Notes

Time: Abstract concepts difficult to answer for many
30-60 mins. people include:

Difficulty: TIP » Questions about risk, insurance, and guarantees

» Questions about trade-offs
Step 1: Based on
your Design Challenge, » Questions about return on investment
identify an abstract
question you would » Questions about future behavior
like to know the
answer to. Pose the
abstract question to
your partner, and
note the response.

Make a question less abstract by creating
Step 2: Now turn the
abstract question into a Sacrificial Concept:
a concrete scenario TRY
with two options. #1
Instead of asking: “How much would you pay to
Pose your scenario- reduce the risk of purchasing new technology?”
based question
to your partner. Describe two scenarios for the participant to
choose from: “If you had a choice between two new
Step 3: Now change technologies that could improve your farm output.
a few of the variables
The first technology costs 1,000 and comes with no
in your scenario
and pose the guarantee. The second costs 1,500 and comes with
question again. a guarantee that by the second harvest, your farm
output will double or else we will come back, take
What kinds of
the technology away, and give you back your 1,500.
information did
you learn from Which option would you prefer?” Discuss why.
the different ways
of questioning?

SA H C D 61

CRI
FICIAL
con
Ask a person to compare your concept to the way they
currently do things. You might also create two concepts
TRY that contrast with each other or are opposites. People
#2 have an easier time reacting to concepts if they have
something to compare it to.

A sacrificial concept might be a scenario told verbally
or shown in pictures or drawings. It might be an object
TRY that the person can handle. It might be an experience
#3 that a participant can try.

Look at your design challenge and your big
questions. What topics do you want to explore
deeply? Create a sacrificial concept to help you
TRY
#4 prompt the right conversation.

H C D

Case
study
Mock Shops
in Rural Ghana
For a project on developing consumer goods franchises in Ghana,
the IDEO team set up a Mock Shop in villages in order to understand
how people make purchase decisions. The mock shop featured
personal-care products from local and international brands at a range
of price points.

In the shop, the team was able to observe people’s decision-making
processes in action. They saw how long a person stayed, observed
the browsing process, heard common questions, and saw customers’
processes for accessing the money needed to make a purchase.

After a participant looked through the shop and decided what to buy
(or not to buy anything), the team asked follow-up questions about
their decision. Why had they chosen to buy an item or not when
looking at a product? What were they considering when looking
at product X or Y? What was the key to deciding it was the right
product? Who were they buying it for? What questions did they have
about familiar products or brands compared to unfamiliar ones?

Having a real shop taught the team how people felt, thought and
acted when making purchase decisions. It also helped the constituents
explain something abstract — purchase decisions — using a concrete,
recent example shopping at the Mock Shop.
—

64 H C D
Hear
Develop an Interview Approach
Method: Interview Techniques

Facilitator Notes

method:
Time:
20-40 mins.

Difficulty: interview techniques
Through telling stories, human beings reveal important issues
and opportunities in their daily experiences. Often, what
practice by partnering in
groups of two. At least
people say they do and what they actually do are not the
one person (Person A) same thing. So it’s important not just to rely on asking straight
in each team should forward questions in an interview. Here are a few techniques for
have a mobile phone collecting rich stories in an interview.
with them.

Step 2: Ask Person A
to simply explain to
their partner (Person B) Begin with a simple example, like how someone uses a
how they enter a new
mobile phone. Partner up and ask your partner to begin
contact into the phone.
with a SHOW ME of how they entered the last contact
TRY
Step 3: Have Person B into their address book. Next move on to the FIVE WHYS
use the Show Me technique with your partner. Ask them to tell you about
technique with Person A.
the last contact they entered into their address book and
Step 4: Have Person B then five consecutive Why? questions.
use the Five Whys
technique with Person A.

to come back together
and ask, “What kind of Compare and contrast the type of information you
information did you get
get from the different techniques. Let this inform your
from using Five Whys?”
Then ask, “What kind of DISCUSS questioning techniques in the field.
information did you get
from using Show Me?”

H C D 65
Hear
Develop an Interview Approach
Method: Interview Techniques

show me

If you are in the interviewee’s environment, ask him/her to show you
the things they interact with (objects, spaces, tools, etc). Capture
pictures and notes to jog your memory later. Or have them walk you
through the process.

draw it

Ask participants to visualize their experience through drawings and
diagrams. This can be a good way to debunk assumptions and reveal
how people conceive of and order their activities.

5 why’s

Ask “Why?” questions in response to five consecutive answers. This
forces people to examine and express the underlying reasons for
their behavior and attitudes.

think aloud

As they perform a process or execute a specific task, ask participants
to describe aloud what they are thinking. This helps uncover users’
motivations, concerns, perceptions, and reasoning.

66 H C D
Hear
Develop Your Mindset

Facilitator Notes

Time:
6
20-40 mins.

Difficulty: develop your mindset
Step 1: Ask the The exercises listed under this step are valuable to put you in the right
design team to look
frame of mind for research. It is often difficult, but very important, for
at the photo and
identify what stands
experts
out to them. Note and professionals to put aside what they know when they conduct research.
when people explain Keeping an open mind takes practice. The three exercises here can provide
behaviors based on you with this practice before you go into the field:
personal assumptions
(i.e. “The man in the » Beginner’s Mind
white lab coat seems » Observe vs. Interpret
to be the manager”).

Step 2: Ask what past
mindset:
experience led to this beginner’s mind
explanation.
Beginner’s Mind is critical when entering a familiar
Step 3: Use ‘opposite environment without carrying assumptions with you that
logic’ to question
are based on prior experience. This is often very hard to
the assumption the
person has made do since we interpret the world based on our experience
(i.e. “Wouldn’t those and what we think we know. This lens of personal experience
wearing lab coats can influence what we focus on and can make us unable to
need to be most
see important issues.
sterile and therefore
working closest with
the machinery, not
supervising?)

Step 4: Ask how the Remind yourself frequently of the need to approach your
interpretation would Design Challenge with Beginner’s Mind, especially when
change if a new piece WATCH you are in the field conducting research.
of information were OUT
introduced (i.e. “What
if I were to tell you that
in this place white is
the color that servants
wear? How would
you view this scene Here is one exercise to learn how to see the world
differently?”). through the eyes of a Beginner. Look at the photo on
TRY the opposite page and answer the following questions:
Step 5: Ask the design
team what they have » What stands out to you? What is happening?
learned from this
exercise. » What personal experience did you draw on
when you looked at the picture?
Step 6: Stress the
importance of going » How could you look at the photo as a Beginner,
into research with a
without making assumptions about what is happening?
“Beginner’s Mind” and
asking questions that
» What questions would you ask if you knew
you think you might
already know the
nothing about the context or activity of the
answers to, because people in the photo?
you may be surprised
by the answers.

68 H C D
Hear
Develop your Mindset
Mindset: Observe vs. Interpret

mindset:
6 observe vs. interpret
Building empathy for the people you serve means
understanding their behavior and what motivates them.
Facilitator Notes Understanding behavior enables us to identify physical,
Time: cognitive, social and/or cultural needs that we can meet
20-40 mins. through the products, services and experiences we create.
This exercise helps us differentiate between observation
Difficulty: and interpretation of what we see, revealing our biases and
lenses through which we view the world.
“What do you see
happening in this
image?” Listen for
responses that have Use the photo on the opposite page to practice making
built-in interpretations
the distinction between observations and interpretations.
and remind people to TRY
describe only what
they see at this point.

Step 2: Ask “What
might be the reason
for this behavior?” What do you see ha p p ening in this image ?
and have the Describe only what you see, don’t interpret yet.
team generate at
least five different
interpretations about
why this might be
happening.

If people are stuck,
throw out an idea What is the reason for this behav ior ?
like : “This person is List five different possible interpretations that might explain
displaying her clothes
this person’s behavior.
to her neighbors as
a sign of wealth by
hanging them in a
public space.”

Step 3: Ask “What
questions would you H
ow would you find out the real ans w er ?
ask to find out the real List five questions you could ask her to determine
answer?” and make a
which interpretation is correct.
list of the questions
that would help your
team discover the
right interpretation
for an observation.

70 H C D
Introduction

H C D 71
Introduction

CREATE

increasing farmer income, cambodia

appropriate hearing aid protocols, india

H C D 79

CREATE:
GOALS
To move from research to real-world solutions, you will
go through a process of synthesis and interpretation.
This requires a mode of narrowing and culling information
and translating insights about the reality of today into a set
of opportunities for the future. This is the most abstract
part of the process, when the concrete needs of individuals
are transformed into high-level insights about the larger
population and system frameworks that the team creates.
With defined opportunities, the team will shift into a
generative mindset to brainstorm hundreds of solutions
and rapidly make a few of them tangible through
prototyping. During this phase, solutions are created
with only the customer Desirability filter in mind.

Goals of the Create Phase are:

» aking sense of data
M
» dentifying patterns
I
» efining opportunities
D
» reating solutions
C

A new way to go beyond
analysis, a way to create new
solutions based on the voice
of the customer.
—IDE vietnam

H C D 81

CREATE:
OUTPUTS
Using both left-brain (logical) thinking and right-brain (creative)
thinking, this phase will translate your research into a set of
strategic directions and tangible solutions.

At the end of the Create phase, the team will have
generated the following:

» Opportunities
» Solutions
» Prototypes

There are four key activities in the
Create phase: synthesis, brainstorming,
prototyping, and feedback.

H C D 83

CREATE:
THEORY
Synthesis is the act of making Prototyping is a methodology
sense of what we’ve seen and for making solutions tangible in
heard during the observations. a rapid and low-investment way.
It’s a proven technique for quickly
Synthesis takes us learning how to design an offering
from inspiration to ideas, right and for accelerating the process
of rolling out solutions to the world.
from stories to strategic
directions. Prototyping is about
By aggregating, editing and building to think,
condensing what we’ve learned, acknowledging that the
synthesis enables us to establish
a new perspective and identify
process of making ideas
opportunities for innovation. real and tangible helps us
Brainstorming with rules like
to refine and iterate the
Defer Judgment and Build on ideas very quickly.
the Ideas of Others is a proven Creating many different prototypes
method for coming up with that highlight different aspects of your
unexpected innovations. product or service not only enables
people to give honest feedback, but
Brainstorming makes us also prevents the team from getting
think expansively and attached to an idea prematurely.
without constraints. Feedback is critical to the design
The practice of generating truly process. It brings the constituents
impractical solutions often sparks directly back into the design process.
ideas that are relevant and reasonable.
It may require generating 100 ideas Feedback inspires further
(many of which are mediocre) iterations to make
in order to come up with three truly solutions more compelling
inspirational solutions.
for constituents.

84 H C D
Create
Develop the Approach

Creation is about developing deeper understanding and translating that
understanding into new innovations. There are many ways to do this,
but the two most common are participatory approaches and empathic
Facilitator Notes approaches. Use one or both of these approaches, develop your own, or
draw upon different techniques when appropriate.
Time:
Days-Weeks.

Difficulty:
method:
Participatory Co-Design
Step 1. Identify Having the team co-design solutions with people from the
constituents who
community and local value chain actors can be a great way
would be good design
team members. The to leverage local knowledge. It can also lead to innovations
criteria will vary that may be better adapted to the context and be more likely
from place to place to be adopted, since local people have invested resources in
and from challenge
their creation.
to challenge. For
example, do you Consider using participatory co-design when:
need people who are
successful, respected, » you need a lot of local expertise and knowledge
and/or politically
powerful? Or would it » solutions from the “outside” will not be easily adopted
be more valuable to
have people who are » the politics of a community require it
typical community
members? Or perhaps
a mix of the two.

Step 2. Schedule a Facilitate a co-design workshop. Bring 8-20 people
co-design session or
from the community together to design solutions to
series of sessions that
works for everyone, TRY
a challenge. Introduce the challenge by telling a few
and explain the #1 stories of problems that led to the design challenge.
process and goals of Then generalize those stories to How Might We?
the session in advance.
statements. Ask people to add their own stories
Step 3. Conduct or How Might We? questions. Brainstorm solutions
co-design sessions with the participants and make sure you have the
with attentions to appropriate materials on hand to prototype.
the needs, goals,
and priorities of
the community.

DEVE H C D 85

LOP
APPR
Co-design over a longer period of time through an
in-context immersion. By living with a family over a
TRY few days or weeks, you will have the opportunity to
#2 ask people to informally identify problems and work
together with them in their home, farm, or community.
This approach is also very good for spotting new
problems and developing solutions to those problems
in the moment they happen.

OAH
Find local experts and best practices. Ask different
community members about the people who are
considered to be successful. Schedule time with
TRY
#3 these people and leverage their knowledge to
develop solutions together with them.

Make sure to include women in the design team and
female community members in the co-design. If living
GENDER with a family, spend time equally with the husband, wife,
extended family, and even the children. When hosting
a co-design session, think about whether to have
mixed-gender groups, or to have separate groups of
men and women. When looking for local experts and
best practices, ask who is considered an expert of both
men and women, as well as less powerful groups.

H C D

Case
study
Engaging Local Artisans
as Co-Designers
An NGO and designer Kara Pecknold partnered with local weavers
to help them market their woven products more widely and increase
their economic power. Because the local artisans are the experts, this
designer engaged these weavers as co-designers. The designer asked
the weavers to draw a picture of what makes their weaving process or
products unique as a way to understand how to differentiate their work.

Some drawings featured the plant that provides these weavers with
their raw materials. They use the leaves from an invasive plant that is
harming the environment of the Great Lakes Region of Africa. These
weavers are turning an environmental problem into an economic
opportunity. Based on these drawings and discussions, they identified
the material they used as a key differentiator, and designed a logo for
the weavers based on drawings of the plant.

Asking people to participate in the design process is helpful as a way
to leverage local expertise. But it also can empower constituents to
participate in their own destiny and helps balance the sometimes
uneven power dynamic between the participant and the NGO team.
In addition, engaging with participants in a visual way helped diminish
problems created by language barriers.

covaga logo design process

H C D 89
Create
Method: Empathetic Design

method:
Empathic Design
Creating solutions through empathy is a way for the design
team to blend their expertise with the on-the-ground needs
of people. Empathy means deep understanding of the
problems and realities of the people you are designing for. It
is important to do research across many different groups of
people and to “walk in their shoes’’ before the Create phase
if employing empathic design methods. By understanding
people deeply, empathic design can lead to both appropriate
and more breakthrough solutions. But this method challenges
the design team to not just understand the problem mentally,
but also to start creating solutions from a connection to deep
thoughts and feelings. Facilitator Notes

Consider using empathic design when: Time:
Days-Weeks
» the design team has specific skills required to
develop solutions Difficulty:

» the solutions you are seeking are “new to the world”
Step 1. Encourage the
» community politics make it difficult to select team to connect at
a few individuals to work with both the rational and
emotional levels with
constituents.

Step 2. If team
members start to
Include men and women in the design team to judge or exoticize
ensure a balance of perspectives. the behaviors
GENDER or decisions of
constituents, remind
them that their task
is to understand
and empathize
When possible, recruit members of the community with people, not
to judge them.
with the skills needed to be members of the design team.
TRY Step 3. Make sure
the team has spoken
with enough people
in the Hear phase to
develop empathy. If
Empathic design is not a method in which preconceived the design team still
doesn’t understand
ideas and assumptions are substituted for grounded
and feel the reasons
WATCH research and connection with end users. Although for the behavior
OUT
solutions are generated by the design team, the goal is of constituents,
to always have the people you are designing for in mind. go back to the field
and conduct
more research.

H C D

Case
study
Bringing Eyecare to
Children in Indian Villages
VisionSpring embarked on a project to shift its offer from selling reading
glasses to adults in the developing world to providing comprehensive eye
care to children.

In an initial brainstorm with the VisionSpring team after conducting field
research, ideas centered around the notion that kids liked experiences
designed for kids. The VisionSpring team met with experts, including
pediatric eye doctors, and saw that the norm was to decorate spaces
with stuffed animals and toys as a way to make kids feel comfortable.

During the prototyping process, the design team developed a number
of prototypes for the eye screening process for kids. They went to the
field armed with a number of prototypes to try and iterate on. Using
the traditional eye chart, the Vision Entrepreneur and then the teacher
administered the eye test. This was very intimidating to the kids
and several burst into tears. To make it more approachable and less
intimidating, the team also tried using a sillier eye-chart that had toys
and animals on it. But it became too much like play, and chaos ensued.

The team took a step back and thought about what would be serious
enough to keep the diagnostic session from becoming a raucous play
session, but not so serious as to inspire tears.

Sitting in the schoolyard, the team reflected back on their own
experiences as kids, recalled playing “house” and “doctor”, where they
would dress up with their friends and simulate adult behavior. Inspired
by this role reversal/role play, the team thought: why not put the child
in the position of authority? The team tried a protocol where the child
would screen the eyes of the teacher, and then where they would
screen each other. They had fun emulating adult behavior, and weren’t
intimidated by their peers.

Empathic design means thinking from the perspective of your users,
and doing everything you can to feel and understand what they are
experiencing. The team got in touch with what is fun and what is scary
to kids in order to create an eye care experience that works for kids.

92 H C D
Create
Share Stories

Facilitator Notes

Time:
4 Hours-Days
share stories
Difficulty: Telling stories is about transforming the stories we heard during research
into data and information that we can use to inspire opportunities, ideas and
Step 1. Gather the solutions. Stories are framed around real people and their lives, not summaries
design team together of information.
in a room with
plenty of wall space. Stories are useful because they are accounts of specific events, not general
Optimally, the team statements. They provide us with concrete details that help us imagine
should be sitting in
solutions to particular problems.
a circle.

Step 2. Distribute post-
it notes and markers.
Have a flip chart or
large sheets of paper It’s best to share stories soon after research so that
nearby, as well as details are not lost. One team member should tell the
tape to attach these
story of the person(s) they met, while the rest of the team
sheets to the wall. TIP
#1 takes notes on post-its. Notes should be small pieces of
Step 3. Tell the information (no longer than a sentence) that will be easy
team to capture their to remember later. As a group you should be thinking,
notes, observations,
“What does this new information mean for the project?”
and thoughts on the
post-its as they speak.
Some tips on storytelling are below.
Everything that is said
Be Specific
during story sharing
should be captured Talk about what actually happened. It helps to begin stories
in a note: life history, with “One time…” or “After such and such happened…”
household details,
income, aspirations, Be Descriptive
barriers, quotes, Use your physical senses to give texture to your
observations, etc. description.
Step 4. Ask each team Follow Reporting Rules
member to share the
Cover the following topics: who, what, when,
story of the person(s)
they met. Go through where, why, and how.
the stories one by one.

Step 5. Affix all the
post-it notes to the flip
chart or large pieces
of paper on the wall. Try to avoid:
Use one large sheet » Generalizing
per story. When the
WATCH
story is finished, hang
OUT » Prescribing (they should, would, could…)
it on the wall and move
on to the next story. » Hypothesizing
At the end of Story
Sharing, you will » Judging
have many sheets
lined up on the wall » Evaluating or Assuming
with hundreds of
post-it notes.

H C D 93

Story sharing turns the information that lives in a team
member’s head into shared knowledge that can be
translated into opportunities and solutions.
TIP
#2
Some techniques for effective sharing include:

» Gather your notes, photos, and artifacts prior to
story sharing. If possible, print the photos and
display them on the wall to refer to.

» Tell stories person by person, one at a time.
Group meetings can be told as the story of a
particular community.

» Split information into small pieces to make
it memorable. Make each piece no longer than
this sentence.

» Use vivid details and descriptions. This is not
the time to generalize.

94 H C D
Create
Identify Patterns

Identify patterns
Making sense of your research is accomplished by seeing the patterns,
themes, and larger relationships between the information. This process
can be messy and difficult at times, but ultimately very rewarding. Seeing
the patterns and connections between the data will lead you quickly toward
real-world solutions. There are several steps listed here to take you through
the process for you use selectively based on the subject matter.
» Extract Key Insights
» Find Themes
» Create Frameworks

Facilitator Notes method:
Time: extract key insights
45-60 mins.
Uncovering insights is about bringing visibility and clarity
Difficulty: to previously hidden meaning.

W H AT I S A N I N S I G H T ?
Step 1. Ask the team
» Insights are revelations – the unexpected
to go to the wall with
all the stories and
things that make you sit up and pay attention.
choose 5 key post-
» Insights extrapolate individual stories into
its (stories, quotes,
observations) that overarching truths.
are most surprising,
interesting, or
» Insights allow us to see our design challenge
provocative. in a new light.

Step 2. Group these For example, a combination of an observation and quote
into related thoughts. from an interview yielded the following sample insight:

Step 3. Write a Observation: Farmers rely on farming information
succinct Insight from their friends and neighbors, though they know
statement on a
this knowledge is limited.
new post-it for
each grouping that
Quote: “If the Privatized Extension Agent lived outside
summarizes the
big takeaway.
my area, I would want to visit his farm so I could see
his production.”
Step 4. Post these
Insight post-its Insight: Trust-building and knowledge sharing happens
where all can see. through ‘seeing is believing.’

iden H C D 95

tify
patte Select key information

rns
Look across the information in the stories. Edit out the
details that are not important – this is the time to let
TIP
#1 go of some of the detail. Choose the information that
you find surprising, interesting, or worth pursuing.

Aggregate big thoughts
Are some of the thoughts linked? If so, aggregate
them. Take several related pieces of information and
TIP
#2
re-write them as one big Insight.

Work at the same level
Check that the insights sit at the same level —
that they are all big thoughts. If you find you have
TIP
#3
some lower level insights, consider whether they
might be reframed at a higher level. If they need to
be dropped a level, they may be best talked about as
customer needs that inform and support the Insight.

H CH DC D 97

Case
study
FINDING INSIGHTS FOR EFFECTIVE
MARKETING TO FARMERS
In Ethiopia, the IDE team looked over the information from the
Story Sharing exercise and extracted over 20 key insights.
About half of these came directly from the post-its that were
written in Story Sharing, and the other half were written based
on the information the team heard during Story Sharing.

Some of the insights the team identified were:

» School is a key channel for distributing information

» There is a strong need for an alternative to borrowing oxen

» Buying on credit is the default

» Mass media sells water pumps

98 H C D
Create
Identity Patterns
Method: Find Themes

Facilitator Notes

Time:
30-60 mins.
method:
find themes
Difficulty:
Finding themes is about exploring the commonalities,
differences, and relationships between the information.
Step 1. Have the team
go to the wall or board Some ways to do this include:
where they have
placed their key story Look for categories and buckets
and insight post-its Sort your findings into categories or buckets. Which ideas
and select the 5 most are related? Cluster together the findings that belong
interesting quotes,
together into themes.
observations
and/or insights.
Consider the relationship between categories
Step 2. On a new Look for patterns and tensions in the way your themes relate
board, sort these to each other. Are they on the same level? Or are they talking
into themes. about different kinds of things?
Step 3. Check to make Group and re-group
sure the themes are
Slice and dice the data in different ways to find meaning.
at the same level. If a
theme is too specific,
Try moving the post-its around to form new groups.
prompt the team to
Get input from the team
find the bigger idea.
If a theme is too broad Explain the early buckets and themes to a broader group.
or has too many Learn from their input and try alternative groupings.
different ideas under
it, ask them to break
it down into several
buckets.
Try the P.O.I.N.T. technique
Step 4. When finished Translate the Problems and Needs identified in storytelling
sorting, give each TRY into Insights (see previous Method) and Themes.
theme a title on a
new post-it. Make P = Problems
sure there is enough O = Obstacles
space between or
I = Insights
below the different
theme categories N = Needs
to facilitate the next T = Themes
step of opportunity
identification.

H C D 99

Creating themes can be an engaging and rewarding
experience, as you start to group and transform the
data before your eyes. Some good techniques for
TIP
doing this are:

» Work together as a team to decide how to create
buckets and themes.

» Arrange and re-arrange the post-its on the wall
until the team is satisfied with the groupings.

» there is a theme that contains almost all the post-
If
its, break it out into several smaller themes. Try to
see not only the connections, but also the relevant
differences between the information.

100 H C D
Create
Identify Patterns
Method: Create Frameworks

method:
create frameworks
Facilitator Notes Frameworks allow you to begin putting the specific
information from stories into a larger system context.
Time:
1-2 Hours What is a framework?
A framework is a visual representation of a system.
Difficulty: It shows the different elements or actors at play
and highlights the relationships between them.
Not all design
challenges will yield or Using your framework
require frameworks. A good framework will help you see the issues and
If the team does not relationships in a clearer and more holistic way. Discuss
feel that this step
what the framework implies for constituents, for other
is required for your
challenge, skip it.
actors in the community, and for your organization.
Use the framework to develop or build upon key insights.
Step 1. Listen for Capture those insights and add them to your growing list.
moments in story
sharing when the
topic fits into a larger
system or is linked
to another piece
of information.
In many cases, it will make sense to create two different
frameworks: one from the perspective of women in
Step 2. When team GENDER the community and one from the male perspective. To
members start
understand whether you need to dedicate attention to
to suggest larger
systemic structures
the different needs of women and men, ask yourself these
or relationships questions:
between things, ask
them if they can draw » How do women’s stories differ from those of men?
what they are saying.
Consider the example
» Is gender itself a theme?
framework types
» Do women’s stories tell a different story about
described here.
household activities, income opportunities and barriers,
Step 3. Allow some and market relations than the stories obtained from men?
time for your team to
play with re-drawing If you answered yes to these questions, think about
their framework creating two different frameworks that will yield different
several times until they
sets of opportunity areas for women and men.
feel it represents what
they want to say in a
robust way.

H C D 101
Create
Identify Patterns
Method: Create Frameworks

If you are having trouble visualizing your own frameworks, here are some common
types of frameworks that recur again and again.

TIP

Venn Diagram

Process Map

Relational Map

Two-by-Two Matrix

102 H C D
Create
Create Opportunity Areas

Facilitator Notes

Time:
40 mins.-2 Hours

Difficulty:
create opportunity areas
Step 1: Prepare your
team to begin defining
Once you have pulled out the themes and patterns from what you heard, you
opportunity areas by
telling them that this is can start creating opportunity areas. The process of translating insights into
where they will start to opportunities is about moving from the current state to envisioning future
shift from analysis of possibilities. Opportunities are the springboard for ideas and solutions.
information to creating
new ideas. What is an o p p ortunit y area?
» opportunity area is a stepping stone to idea generation.
An
Step 2: Distribute post-
it notes and markers to » opportunity is a rearticulation of problems or needs in
An
everyone in the team.
a generative, future facing way.
Ask the team to start
their opportunities
» opportunity area is not a solution. Rather, it suggests more
An
with the words
“How Might We…?”
than one solution. It allows the team to create many solutions.

Step 3: Spend at least
F raming o p p ortunit y areas
15 minutes on each Opportunities start with the phrase “HOW MIGHT WE...?”
theme generating to suggest a mindset of possibility.
Opportunity
Statements for
that theme. Place
the post-its next
to the theme area.
Start each statement with “HOW MIGHT WE...?”
Step 4: If the team and abbreviate on post-its to “HMW.”
TIP
gets stuck, read the #1
insights from each
theme area as a way
to jolt the creativity of
the team. For example,
for each insight Use different color post-its for your opportunity statements
posted, ask the team
than you used for insights. This will help to visually separate
to come up with at TIP
least one “How Might
insights from opportunities for the next step.
#2
We…” statement.

H C D 103

Watch out for opportunity areas that are already
solutions. A key part of creating innovative solutions
WATCH is preventing yourself and your team from jumping
OUT
to conclusions.

Go for quantity, not quality at this point.
TIP
#3

When narrowing down the opportunity statements to
3-5 HMW statements to use in brainstorming, select some
that are intentionally outside of your current projects or
TIP capabilities. At this point, filter based on Desirability to
#4
customers, not Feasibility to the organization.

If your opportunity sounds like a specific solution, back
it up by asking yourself, “Why would we want to offer
TRY this solution?” or “What user needs are answered by this
solution?” Here is an example:

Insight
Trust building and knowledge sharing happens
through ‘seeing is believing.’

Solution
A training course offered by community members
to teach their friends and neighbors about a technology
or behavior that has worked for them. This is a solution.

Ask yourself: What needs are answered by this solution?

Answer: The need to expand the knowledge of community
members through local information aggregators.

Opportunity
How might we better educate and inform local knowledge
aggregators? Or how might we support new technology
experimentation by local knowledge aggregators?

104 H C D
Create
Brainstorm New Solutions

Facilitator Notes

Time:
45-60 mins.

Difficulty:

Step 1. Prepare
3-5 “How Might
brainstorm new solutions
We...?” opportunity
statements from those Brainstorming gives permission to think expansively and without any organizational,
generated previously. operational, or technological constraints.
Place each statement
on a separate wall Some people think of brainstorms as undisciplined conversation. But conducting
or board. Give each a fruitful brainstorm involves a lot of discipline and a bit of preparation.
person post-it notes
and a marker. The practice of generating truly impractical solutions often sparks ideas that are
relevant and reasonable. It may require generating 100 ideas (many of which are
Step 2. Remind
people of the rules
silly or impossible) in order to come up with those three truly inspirational solutions.
of brainstorming.
Tell them to be
very specific about
the ideas they are
proposing. Use big S e v en brainstorming R U L E S
markers (not pens) so
everyone can see what »
Defer judgment
the idea is. Write only TIP There are no bad ideas at this point. There will be
one idea per post-it. plenty of time to judge ideas later.
Step 3. Begin by »
Encourage wild ideas
asking the group
It’s the wild ideas that often create real innovation.
to generate a list
of barriers related
It is always easy to bring ideas down to earth later!
to the opportunity
»
Build on the ideas of others
statement.
Think in terms of ‘and’ instead of ‘but.’ If you dislike
Step 4. Protect all someone’s idea, challenge yourself to build on it and
participants by make it better.
enforcing the Rules
of Brainstorming. »
Stay focused on topic
If ideas slow down,
You will get better output if everyone is disciplined.
prompt the group
to think about one » visual
Be
of the barriers listed
Try to engage the logical and the creative sides
during the warm-up.
Or share a story from of the brain.
the research to spark
thinking (i.e. “So what
»
One conversation at a time
ideas would encourage Allow ideas to be heard and built upon.
Shashu to adhere to
her medication?”) » for quantity
Go
Set a big goal for number of ideas and surpass it!
Step 5. When the ideas Remember there is no need to make a lengthy case
really slow down,
for your idea since no one is judging. Ideas should
switch to a new
opportunity area. flow quickly.
This might be 15-30
minutes per HMW.

H C D 105

Brainstorming warm-up
Use this activity to get the team in an open-minded
and energetic mindset for brainstorming.

Pair up with a partner. Person A will come up with lots
TRY
of ideas about a potential businesses he or she wants
to start. (Alternatively, one could plan an event such as
a family vacation and pose ideas of places to go.)

Round 1:
Person A comes up with one idea after another.
Person B must say NO to each idea and give a reason
why it wouldn’t work. Do this for 2-3 minutes.

Round 2:
Now Person B comes up with business or event
ideas, one after another. Person A must say YES
to each idea and build on it to make it bigger.
Do this for 2-3 minutes.

As a group, discuss how these two different
experiences felt. The Round 2 experience is the
environment the team will want to create for a
successful brainstorm.

106 H C D
Create
Make Ideas Real

Facilitator Notes

Time:
45-60 mins. make ideas REAL
Difficulty:
Prototyping is about building to think. This means creating the solution so that
it can be communicated to others and making the idea better. Prototyping
Step 1. Ask teams
allows you to quickly and cheaply make ideas tangible so they can be tested
to partner in teams
of 2-4. Small teams and evaluated by others - before you’ve had time to fall in love with them.
help everyone to
have a role.
What is prototyping?
» BUILD TO THINK: Prototypes are disposable tools used throughout the
Step 2. Ask teams concept development process, both to validate ideas and to help generate
to pick one solution
more ideas. Prototypes are a powerful form of communication and force us to
from the brainstorming
boards. You may
think in realistic terms about how someone would interact with the concept.
choose to offer a
» ROUGH, RAPID, RIGHT: Prototypes are not precious.
range of criteria: two
teams working on They should be built as quickly and cheaply as possible.
solutions they’re “most
passionate about,”
» ANSWERING QUESTIONS: It is essential to know
one group on “most what question a prototype is being used to answer,
feasible ” and one on for example about desirability, usefulness, usability, viability, or feasibility.
“furthest out” or
“long term”. Why prototype?
» develop a deeper understanding of what an idea
To
Step 3. Prompt teams
means and to reveal questions the team needs to answer.
to spend no more than
30-45 minutes making
» create an internal dialogue about how the concept works and external
To
their chosen solution
tangible, using one of
communication about the concept.
the prototyping forms
described here or
creating new ones.

Step 4. Give each team Imagine the Value Proposition
5 minutes to share
their idea back with For each prototype, answer these questions to start
TRY
the larger group to building the value of the idea:
get initial feedback.
Encourage teams to » Who will benefit from this idea? What is the value
include an enactment to the end customers?
of the experience
of use, even if they » Why and how is this idea better than alternative options?
have a paper-based
prototype. Prompt » How much is this benefit worth to them?
groups to identify
what customer needs » How much would they be willing to pay for this benefit”
their prototype
addresses and what » How might this payment be collected?
key questions they
still have.

H C D 107
Create
Make Ideas Real

common p rotot y p e forms

TIP

Models:
A
physical model of a product, shown above, makes a 2-dimensional idea
come alive in 3 dimensions. Using rough materials allows you to quickly
mock up low-fidelity prototypes.

Storyboards:
Imagining the complete user experience through a series of images or sketches.

Role-play:
The emotional experience with a product or service is sometimes best
expressed by acting it out with team members taking on the role of the
constituent or customer.

Diagrams:
Mapping is a great way to express a space, process, or structure. Consider
how ideas relate to each other, and how the experience changes over time.

108 H C D
Create
Gather Feedback

Facilitator Notes

Time:
1-1.5 Hours

Difficulty:

Step 1. Ask team
members to prepare gather feedback
how to present
their solutions to
participants. It’s After solutions have been generated, it’s time to take them back out to participants
not necessary to give
to gather feedback.
behind-the-scenes
organizational
information to them.

Step 2. Have teams
practice presenting Don’t invest too much time perfecting the ideas
solutions to the before feedback – the point of re-engaging customers
rest of the group— WATCH is to change the solutions, not to prove that they
enactment is OUT
are perfect. The best feedback is that which makes
especially effective.
Invite others to help
you rethink and redesign.
simplify and clarify
the presentation
and identify focus
questions to be
answered in research. How to solicit feedback
A great way to get honest feedback is to take several executions out to people.
Step 3. Ask teams to When there is only one concept available, people may be reluctant to criticize.
standardize a script
However, when allowed to compare and contrast, people tend to speak
about the solution
so it is delivered more honestly.
consistently at each
feedback session.
Whose feedback to solicit
Write down key Speaking to new participants in a different region from where you did your
questions to ask research is a way to explore the generalizability of a solution. You may choose
in follow-up. to speak to a mix of both new people and to those you have spoken with before.
Step 4. When Try to include all stakeholders who would touch the concept; in addition to the end
introducing the
user, include manufacturers, installers, service providers, distributors, retailers, etc.
feedback session
to the customer group,
What questions to pursue
explain you want
honest feedback—
For each prototype, identify 3-4 questions you’d like answer about desirability
even if negative—and or use case during the feedback session.
that the team has
spent minimal time Keep careful notes of the feedback, both positive and negative, and the new
prototyping. questions the team needs to answer about the solution.

H C D 109

The goal is to solicit honest feedback, even if
it is negative. It’s better to know early on before
much investment has been made that a solution
TIP
is not desirable. Here are a few tips in presenting
yourselves and your solutions to participants:

Don’t try to sell the idea.
Present solutions with a neutral tone, highlighting
both pros and cons of a solution.

Vary group size.
Begin with a large group (10-15) to present the
solution, then break into smaller groups, one per
solution for a more intimate conversation.

Adapt on the fly.
If it becomes clear that there is one aspect of the
solution that is distracting people from the core idea,
feel free to eliminate this piece or change it.

Ask participants to build on the ideas.
If a participant asks a question like, “Can this service
be purchase by the community or just an individual?”
Ask the question back to them: “ Should the service be
purchased by the community or individual?” Another
valuable question is, “How could this be better for
you?” It invites the participant to help improve the
idea or give additional critique.

H C D

Case
study
TESTING Hearing Aid Protocols
for Rural India
The design challenge for this IDEO project was to make hearing
aids more accessible in rural India. One key hurdle was creating a
diagnostic process that could be effectively administered outside
a medical setting by minimally-trained local technicians.

During the initial research, the team learned about the constraints
associated with fitting a hearing aid. They developed a process
prototype that included a fitting protocol, a technician kit with tools
for fitting a hearing aid, and technician training materials. The team
started by training two local people as technicians in less than a day,
and then went to villages to watch the newly trained technicians try
the protocol with people who have trouble hearing.

While watching the technicians on the first day in a village, the team
quickly saw that the protocol was too complex. It took too long to
explain to potential customers how to complete the tests. The team
immediately set to simplifying the protocol, and then trained a new
pair of technicians on the newly simplified protocol. To the team’s
surprise, while the next village visit went more smoothly, there were
still some challenges due to complexity. The team conducted a third
round of simplification, and final testing confirmed that the protocol
was finally simple enough and effective enough to work.

Gathering feedback early allows you to focus on how to improve your
design and helps you identify problems in your designs that you may
not notice in an artificial setting. As in this example, it is often possible
to make changes and improvements to the design between feedback
sessions, so that the team continues to learn and improve the solution.

water STORAGE AND TRANSPORTATION, INDIA

INCREASING SMALLHOLDERS FARMER INCOME, ethiopia

H C D 121

DELIVER:
GOALS
Once the design team has created many desirable
solutions, it is time to consider how to make these
feasible and viable. The Deliver phase will move
your top ideas toward implementation.
The activities offered here are meant to complement
your organization’s existing implementation processes
and may prompt adaptations to the way solutions
are typically rolled out.

In the Deliver Phase, your team will:

» Identify required capabilities
» Create a model for financial sustainability
» DEVELOP an innovation pipeline
» plan pilots Measure Impact

Tools to catapult solutions
to the next steps of
implementation.
—IDE cambodia

H C D 123

DELIVER:
OUTPUTS
This phase will challenge the team to create the
elements necessary to make the solution successful,
and to track the impact of the solution.

In the Deliver phase, you will produce:

» Feasibility assessment
» Viability assessment
» Innovation pipeline
» Implementation plan
» LEARNING PLAN

Delivering solutions to your consituents
means you will need to build the capabilities
and financial models that will ensure that
the solutions are implemented well and
can be sustained over the long term. You
will also need to create a plan for on-going
learning and iteration.

H C D 125

DELIVER:
THEORY
Delivering solutions Every organization is optimized to achieve
what it currently does. If you want to
that are new to the world achieve different outcomes, you often
involves creating low- need to do things differently than you
investment, low-cost ways know and do right now—whether it is
of trying out your ideas about finding new talent, developing new
skills, building new external partnerships,
in a real-world context. or creating new processes.
The team can design a handful of
The Human-Centered Design process
mini-pilots that precede and inform
doesn’t limit the solution by the current
the full pilot program. Mini-pilots might
constraints of the organization.
engage actors who are different from
the group of stakeholders for the final This process invites you
implementation. For example, in a mini-
pilot, the NGO or social enterprise might
to work in the belief that
play certain roles that will ultimately new things are possible,
be held by partners in order to gain a and that you can evolve
deeper understanding of how the system both the solutions that you
should work and to be more informed
when soliciting and training partners.
deliver and the way your
organization is designed,
Implementation is an simultaneously.
iterative process that
In addition, Human-Centered Design
will likely require many integrates design and measurement
prototypes, mini-pilots and methods in a continuous learning cycle.
pilots to perfect the solution By encouraging on-going measurement,
evaluation, and iteration, the solutions
and support system. developed stay grounded in real-world
Piloting an idea before it goes to market impact and continue to evolve.
not only allows you to understand the
solution better, but also helps you identify
what it will take for your organization to
deliver that idea to the community.

126 H C D
Deliver
Develop a Sustainable
Revenue Model

Facilitator Notes

Time:
30-45 mins.

Difficulty:
develop a sustainable
revenue model
Focus on one
solution at a time
The long-term success of solutions depends upon the intentional design of a
and take the team
through the following revenue stream that can sustain the offering over time. Let the value provided
exercise. Alternatively, to the end customer be your entry point as you design the support systems
the larger team can be around the solution. For this Viability Assessment, answer the following
split into smaller teams
questions for each solution.
of two or three, with each
smaller team focusing
on one solution.

Step 1: On a board
or flip chart, write 1. Customer Value Proposition
“Customer Value.” » What is the value proposition for the end customer?
Ask the team to identify Refer back to prototypes and customer feedback,
how each solution will TIP
highlighting the aspects customers found
provide value to the
end customer. Write most important.
everything down.
Ask the team to answer
» How much is this worth to the end customer?
the question: “How much
2. Revenue Sources
is this worth to the end
customer?” Write down » the solution a product, a service or both?
Is
the figure on the chart.
» How much do customers pay?
Step 2: On a separate
board or flip chart, write
» How do customers pay: in cash, in kind,
“Revenue Sources.” Ask in labor, in other?
the team to identify who
will pay for the product 3. Stakeholder Incentives
or service. How much » How does this solution deliver value to each
will each actor pay? stakeholder involved?
How will the payments
be received? Use the » What are the stakeholders’ incentives to participate?
example fee models What are challenges or disincentives? How might we
in the “Try” text box
adapt the solution to avoid these disincentives?
to help.

Continues next page.

SUSta H C D 127

INABLE
REVE
NUsus
Facilitator Notes
( Continued )

Step 3: On another
board or flip chart,
write “Stakeholder
Incentives.” Ask
the team to identify
all stakeholders
or players in the
value chain who
will be affected by
the solution. Go
through each actor
Consider the following fee models to inspire your
and ask: “What is this
thinking. One exercise is for the design team to go group’s incentives
TRY down the list of models and ask: to participate in or
help this solution?” If
“What would our solution look like if there is a group that
it were offered by: …?” has a disincentive
» Membership/Subscription to participate in the
solution, ask: “How
» Gift it, share the income produced
might we adapt the
» Give the product, sell the refill solution to encourage
» Subsidize their participation?”
» Give the product, sell the service
Step 4: If the team
» Service only
has split into smaller
» Pay-per-use teams, have the group
come back together
to share.

H C D

Case
study
MODELING REVENUE
FOR NEW SERVICES
For the Today’s Market Prices solution, the IDE Cambodia team identified
the desirability of payment-in-kind options through customer feedback:

Customer Value Proposition
» Connection to Privatized Extension Agent with real-time market
pricing to inform where to sell large-quantity crops.
» onnection to traders who collect from farms and sell crops at
C
selected markets.

Revenue Sources
» Payment in kind per use (price deducted from sales of crop at
each collection)
» Mobile phone provided a no cost (through phone donation program)
» ree calls to designated number of Privatized Extension Agent
F

Stakeholder Incentives
» Privatized Extension Agent receives fee per information request
» Crop Collector expands his farmer clientele and receives a
% from crops sold
» obile provider is paid for calls made to PEA numbers; expands
M
potential customer base for calls/SMS sent outside the free number

H C D 131
Deliver
Identify Capabilities
Required for
Delivering Solutions Facilitator Notes

Time:
30-45 mins.

Difficulty:

Focus on one solution
Identify capabilities at a time and take

required for delivering the team through the
following exercise.
solutions Alternatively, the larger
team can be split into
smaller teams of two or
The capabilities of your organization and partners will help inform the feasibility of three, with each smaller
team focusing on
solutions. Begin by thinking about the experience of the end customer—where and
one solution.
how the community members or end-user will purchase or experience this solution.
Then identify the range of capabilities required for making this real. A challenge Step 1: Write
for the design team is to identify many possible models for delivery that leverage “Distribution” on a
board or flip chart.
different partners and channels.
Have the team identify
all the possible actors
who could deliver this
solution. Write each
actor on a post-it note.
To identify the capabilities required to make each solution Ask the team to list the
feasible, answer the following questions for each solution: pros and cons of each
of the different
TIP 1. Distribution delivery possibilities.
» Where, when, how, and why might the customer
Step 2: Write
experience this solution? “Capabilities” on a
separate board or
» Which actors and channels will touch the solution?
flip chart. List the
human, manufacturing,
» What other channels could be used to
financial, and technical
reach customers? capabilities that will
be required for each
» What is the range of possible ways this solution could
solution. Indicate if the
be delivered? capability exists in your
local organization, if it
2. Capabilities Required exists somewhere else
» What human, manufacturing, financial, and in your network, or
technological capabilities are required for whether you will
creating and delivering this solution? have to partner.

» Which of these capabilities do we have in our Step 3: For the
solutions that you
country location? Which do we have in our
will need to partner,
international location? And which capabilities will create a list of potential
need to be found in partners? partners. Narrow to a
smaller set of partners.
» Would we need to grow any capabilities on this list? Ask the team to list the
first step they would
3. Potential Partners take to pursue the top
What organizations or individuals have capabilities that partners identified.
we do not? What is our relationship with them currently?
Step 4: If you have split
How might we reach out to them and show the value of
into smaller groups,
engaging with our organization on this solution? ask the teams to come
together to share
their thoughts.

H C D

Case
study
DELIVERING TODAy’s
Market Prices
In Cambodia, the IDE design team created a solution called “Today’s
Market Prices,” real-time market crop price information to farmers.
The team identified one model to deliver this to customers involving
two key partners: Privatized Extension Agents and Crop Collectors.

Distribution
» Centralized information gathering distribution
» Information distributed by Privatized Extension Agents (PEAs)
upon request of the farmer
» Farmer requests info by mobile phone provided with
free calls to PEA
» Crops fee collected by Crop Collector

Capabilities Required
» Market price information collection daily
(or multiple times a day)
» Market price information aggregation distribution
to Privatized Extension Agents
» Communication channels between farmers PEAs
via mobile phone
» Crop collection sales
» Fee collection

Potential Partners
» Government market information sources
» Privatized Extension Agent
» Mobile phone donor program
» Mobile service provider
» Crop Collector

134 H C D
Deliver
Plan a Pipeline
of Solutions

Plan a pipeline
of solutions
To understand how new solutions will move and grow your organization, map each
solution to the matrix provided. As you are mapping solutions, ask whether each
solution is targeted at your current customer group or whether it expands the
group of customers you serve.

Existing users refers to the category of customers,
such as people earning $1-2 per day vs. people earning
WATCH greater than $2 a day, not those earning $1-2 per day
OUT who are current customers of your organization vs.
people earning $1-2 per day who are not yet customers.

Facilitator Notes Determine whether the solutions extend or adapt an existing offer, or create a
new offer. Analyze this information from the context of your investment strategy,
Time:
mission, priorities and appetite for risk. Also identify which solutions fit naturally
30-45 mins.
into programs already underway within your organization.
Difficulty:

Step 1: Draw the
matrix on a large sheet
Many organizations say they are only looking for
of flip-chart paper.
Revolutionary ideas, but their capabilities are limited to
Step 2: Write each Incremental or Evolutionary ideas. Furthermore, funders
solution on a post-it TIP
#1 can steer grantees toward more incremental ideas or ones
note and place in the
that have been proven to be best practices. Make sure you
appropriate position
on the matrix. are honest with how far your organization can stretch its
capabilities and how willing your funders are to take risks.
Step 3. Analyze if Mapping a pipeline of solutions that includes Incremental,
the team is happy
Evolutionary, and Revolutionary ideas helps ensure that
with the distribution
of solutions from your design effort will pay off.
Incremental to
Revolutionary.

Step 4. If the
team wants to add
solutions to one of the
Remember, sometimes the ideas with the highest impact
quadrants, develop
a HMW...? statement TIP are the simple Incremental ideas.
and brainstorm #2
new solutions.

H C D 135
Deliver
Plan a Pipeline
of Solutions

New Users

E volutionary R E volutionary
Existing Offerings

New Offerings
I ncremental E VO LU T I O N A RY

Existing Users

The lower left quadrant represents Incremental innovation as these solutions
build on existing offerings with familiar users. Evolutionary innovation is about
extending into either new offerings or new users while holding the other constant.
Revolutionary innovation means tackling both new users and new offerings.

Look at the spread of solutions to reveal the gaps in
your pipeline of solutions. Are parts of the matrix blank
and others full? If so, determine if it is desirable for your
TIP organization to go back to Brainstorming in order to
#3 develop solutions that will intentionally fill that gap.

H C D

Case
study
CREATING A
SOLUTIONS PIPELINE
In Cambodia, the IDE design team noticed that most of the solutions
fell on the “existing user” side of the matrix since the organization has
a highly defined target group. Yet the solutions spanned the range
from those that fit within current projects and programs to new areas
of offerings. The team also identified solutions that would start in the
lower left corner with adaptations to existing solutions with existing
customers, but over time would help the organization migrate into
the other quadrants. While many organizations are initially attracted
to the idea of “Revolutionary” innovations, in reality an innovation
pipeline that focuses on existing capabilities or targets existing
customers can be the strongest strategy for the near term.

138 H C D
Deliver
Create an
Implementation
Timeline

create an
implementation timeline
Map solutions to a timeline of implementation, with those in the Incremental
innovation category early in the timeline and Revolutionary innovations further out.

Look at relationships of solutions to see whether initiating one solution will build
the relationships and partners needed for another solution. You may also need to
Facilitator Notes take into account which solutions can be explored within the scope of currently
Time: funded programs and which solutions suggest the proposal of new grants.
15-30 mins.

Difficulty:

Assigning an individual within your organization as a
Step 1: Create post-it
champion for each solution will help maintain momentum
notes for a timeline
(such as 2 weeks, 1
and increase the likelihood of implementation.
TIP
months, 3 months,
6 months, 1 year) and
post them along a
large blank wall
in your office.
Divide each solution into a series of steps that build
Step 2: Post the
Feasibility
toward implementing the final solution. Challenge the
Assessments TRY team to do something toward implementing each
or post-it notes for solution in the next two weeks. For some solutions,
each solution along a pilot can be launched in two weeks. For others, two
the timeline.
weeks might be the amount of time required for further
Step 3. Assign study or for the first steps to connecting with partners.
champions to pursue
the next steps.

H C D 139
Deliver
Create an
Implementation
Timeline

2 w eeks

1 month

3 M onths

6 M onths

1 Year

140 H C D
Deliver
Plan Mini-Pilots
Iteration

Plan mini-pilots iteration
For each solution in your pipeline, it is important to identify simple, low-investment
next steps to keep the ideas alive. One way to keep iterating and learning is to plan
mini-pilots before large-scale pilots or full-scale implementation.

For each mini-pilot, ask three questions:

» What resources will I need to test out this idea?

» What key questions does this mini-pilot need to answer?

» How will we measure the success of this mini-pilot?

Facilitator Notes

Time: When planning mini-pilots, pilots, and implementation
45-60 mins. plans, it often makes sense to understand how these may
GENDER differ by gender. By understanding these differences early
Difficulty:
on, the solution can be iterated or transformed to make sure
that the roles and needs of both men and women are being
Step 1: Get into small appropriately addressed. For example, in planning the
groups per solutions
mini-pilot, consider how women’s roles in implementation
and fill out the
worksheet on the might differ from men’s. For each solution, ask how women
next page. could play a role as:

Step 2: Cross-share » client
mini-pilot plans with » resource
the team and give
» beneficiary
each other feedback.
» partner
Step 3. Identify who
will enact the most
Do any of the answers differ in the ways women would
immediate next steps play these roles versus men? If so, iterate your solution to
and establish the first incorporate this finding.
check-in date.

mini H C D 141

p
TRY
Use the Mini-pilot worksheet to plan next steps for
each solution.

After each mini-pilot, it is important to reconvene the
design team to understand what went well and where
there was customer dissatisfaction or system obstacles.
Use the worksheet provided to continuously iterate the
mini-pilots, trials, and success measures.

See the full-size worksheet on the next page.

142 H C D
Deliver
Plan Mini-Pilot
Iterations

mini-pilot planning worksheet

solution name :

team members :

» context ( w ho , w here , w hen ) time
What’s a low-cost, low-investment way to try out this solution? What can you
do in 2 weeks?

» resources :
What resources (people, funds, permissions) would you need to try this out?

» questions to ans w er :
What key questions do you have about this concept and its desirability for
your customer?

» how to measure success :
How will you know if your solution was successful? Successful for whom?

H C D 143
Deliver
Plan Mini-Pilot
Iterations

C heck- in date C heck- in date C heck- in date

» K e y learnings : » K e y learnings : » K e y learnings :

» N E W resources : » N E W resources : » N E W resources :

» NEW QUESTIONS: » NEW QUESTIONS: » NEW QUESTIONS:

» N e w M easures : » N e w M easures : » N e w M easures :

144 H C D
Deliver
Create a Learning Plan

Facilitator Notes

Time: CREATE A LEARNING PLAN
45-60 mins.

Difficulty: Throughout the design and implementation of new solutions, it is important to
keep learning. With Human-Centered Design, design and evaluation are one
seamless process, since both require attention to the effects of solutions on
Step 1: Revisit the
stories you gathered
the lives of people.
in the Hear phase as
Early in the design process, you collected stories that helped develop the
a baseline. Answer
the questions: What understanding to get you to new ideas. After the first ideas were prototyped,
was the situation of you gathered feedback to make those ideas better.
the people in our
initial research? What As implementation begins, it is important to keep learning about how the
should we expect to solutions are working in order to keep making the designs better, and to select
see happen in the lives how to spend valuable resources on the solutions that are making the most
of these people if our
impact. Instead of thinking that implementation is when design ends and
ideas are successful?
monitoring and evaluation activities begins, try to marry design and evaluation.
Step 2: Develop an
approach to collect When ideas are implemented, the team should continue to collect stories and
more stories of before, gather feedback from users. Stories collected from people in the Hear phase will
during, and after help the team create a baseline to track how solutions are affecting individuals’
implementation. If
lives. Collecting on-going feedback will help the team iterate on the ideas in order
possible, identify
a demographically
to make them more effective, more appropriate, and more cost-effective.
similar group that will
In addition to stories and feedback, begin to track indicators and outcomes.
not be affected by
your ideas and collect This is possible after the solutions are implemented and are important to
their information as measuring the impact as well as the return on investment of solutions.
well for a robust study.

Step 3. Create
a strategy for
integrating qualitative
and quantitative
Refer to ‘Impact Planning and Learning Approaches’
methods for learning. from Keystone at keystoneaccountability.org.

Step 4: Encourage
the team to embrace
measurement as a
process to enable
on-going learning and Refer to ‘The Evaluation Toolkit’ published by
inspire new solutions FSG at fsg-impact.org/ideas.
and pose new design
challenges.

H C D 145
Deliver

STORIES

• Assess Needs
• Understand Context
• Develop Baseline
• Gain Inspiration

OUTCOMES FEEDBACK

• Assess Impact • Evaluate Ideas
• Evaluate ROI • Prioritize Solutions
• Create New Baselines • Iterate Ideas
• Identify Next Challenges • Develop Implementation Plan

INDICATORS

• Track Progress
• Choose Ideas
• Iterate Solutions
• Identify Unintended
Consequences

THE LEARNING LOOP

Stories, feedback, indicators, and outcomes are all ways of
gathering empirical data in order to learn. A project in India for
clean water storage and transportation utilized all of these methods
to measure the impact potential and outcomes of solutions.

146 H C D
Deliver
Method: Track Indicators

method:
Track Indicators
Indicators help you measure the effects of your
solutions. These effects can be positive or negative.
They can also be intended or unintended.
Facilitator Notes

TYPES OF INDICATORS
Time:
2-3 Hours Leading
Difficulty: The impact of solutions can often take some time to become
evident, such as months or years. In these cases, it makes
sense to track leading indicators. For example, if your goal is
Step 1. Ask the team
to refer back to the to reduce the number of unwanted pregnancies (an effect that
Theory of Change will take at least nine months to see), a leading indicator would
and to your holistic be adherence to birth control. If your goal is to increase farmer
impact assessment
income, a leading indicator would be the number of farmers
stakeholder map.
growing high-value crops this season.
Step 2. Focus on each
stakeholder and/or
Analogous
step and for each one, Sometimes it is difficult to see direct impacts. This is especially
list the information true when your design challenge is about trust or prevention.
you would like to learn. In these cases, try to find an indicator that would logically lead
For example, if the
you to conclude whether your goal is being met. For example,
solution is focused on
increasing women’s on a project to increase trust of healthcare providers, the team
income opportunities tracked the number of questions people asked doctors and
and the men in the nurses. Since trust is hard to measure, the team decided to use
community are a
the posing of questions as an analogous indicator of trust.
stakeholder, you might
want to know how the Awareness
solution is affecting
When the goal involves people engaging or adopting something
the incomes and time
allocations of both new, the first step is to know whether they are aware of the
men and women. solution or design. Measuring awareness is a good early indicator
to help understand how big the impact of the solution may be.
Step 3. For each
stakeholder and/or Engagement
step, ask: Are there
Like awareness, measuring the number of people who
leading indicators we
should be tracking?
are engaged in a new program is often very meaningful.
Are there analogous For example, if the goal is to increase women’s incomes
indicators we can through a program to export local art, the number of women
track? How can we actively seeking out and participating in the program is a
measure awareness
meaningful indication of how much impact the program may
and engagement?
How will we track have on local incomes.
and understand
the dynamics of
Dynamic Changes
transformation that When a new solution is introduced, it is important to track
are occurring? the changes over time that occur within the community,
within households, and to the environment. These shifts can
Step 4. If possible,
include constituents
be completely unexpected, and are sometimes positive and
and other stakeholders sometimes negative. Its crucial to lookout out for these changes
directly in this process. and unintended consequences early on in implementation.

TRACK H C D 147

INDICA
TORS
TRACK
Often teams look for only the positive and intended
consequences. To get a full view of impact, it is critical to
WATCH challenge yourself to look for the negative and unintended
OUT
consequences of solutions.

Ask yourself what you would expect to see happening
if the solutions were improving the lives of people.
For example, if your goal was to increase household
TIP income, would women starting more businesses be an
#1 early indicator? If your goal was to increase childhood
vaccinations, would the number of casual conversations
about vaccines be a possible indicator?

It is critical to track the effects of solutions on men and
women, young and old, empowered and disempowered –
even if your ideas are focused on other groups. Often the
TIP
group that is not the intended audience for the solutions
#2
is a key player in the implementation and use of solutions.

148 H C D
Deliver
Method: Evaluate Outcomes

Facilitator Notes

Time:
1-2 Hours

Difficulty:

Step 1. Evaluation has
many stakeholders,
including constituents,
community leaders,
government officers,
funders, and others.
method:
When developing
a plan to evaluate
Evaluate Outcomes
outcomes and impact, Measuring outcomes is critical to the learning cycle. Without a
engage as many of
good assessment of the impact a solution has made, there is
these stakeholders as
possible in the creation
often not enough information about the direction or goals for
of your evaluation and the next round of designs.
learning plan. What
will success look like Assessing outcomes is important for everyone – the implementer,
from these multiple the funder, the design team, and the community. Outcome
perspectives? measurement helps people understand where to best invest their
resources. It is an opportunity to assess and plan for the future.
Step 2. Have the
team discuss
various qualitative
and quantitative
measurement
methods. Refer
Outcome evaluation should not be a hurdle to the
to methods that
have been tried as
implementers, grantees, or design team. By viewing this
best practices, and WATCH phase as a continuation of design and opportunity for
OUT
brainstorm new learning, outcome measurement can be a rewarding
methods that might be experience for everyone.
necessary to achieve
your specific goals.
Which of these are
appropriate for the
challenge? Which of
these methods speak The measurement process is iterative – return to stories
to the interests and and feedback based on learnings from quantitative
goals of the different measurements, and use stories and feedback to discover
stakeholders? TIP
which variables to include in quantitative studies.
Step 3. Develop a plan
that includes the right
mix of qualitative and
quantitative methods
that will help the team
keep learning about Use evaluation results as an opportunity for reflection
how to improve upon
TRY and creation of new design challenges.
solutions and how to
deliver those solutions #1
more effectively.

H C D 149
Deliver
Method: Evaluate Outcomes

Water

Siblings

Environment
Pesticides

Children
Facilitator Notes

Improved
nutrition Time:
NGO Parents 1-2 Hours

Difficulty:

Suppliers Funders Employers

Step 1. List the different
stakeholders in the
system or develop a map.
To develop a mind map,
first write the name of the
solution on a large poster
or board.
HOLISTIC IMPACT ASSESSMENT
To assess the impact of a solution, program, Step 2. Draw a line from
TRY or intervention, it is important to take a systemic the solution to the primary
#2
and holistic view. Try the following exercise, stakeholders who will be
affected by the solution.
or develop a method of your own.
Step 3. From each primary
1. Map or list all the stakeholders that your solution
stakeholder, draw a line
might touch – in positive, negative, or neutral ways. and list the secondary
Try to create a complete list with many actors. A mind stakeholders that will be
map format works well for this exercise. Remember to affected by the solution.
include stakeholders that your team may not be focused
Step 4. Keep going by
on, such as: funders, people in the same community mapping more and more
or adjacent communities who are not receiving direct stakeholders, including
benefits, and non-human stakeholders such as animals, human and non-human
the environment, and natural resources. Put this map or stakeholders. When you
are finished, have the
list in a place where you can refer to it often.
team assess which of
the stakeholders might be
2. As you see and track the effects of a solution,
better off as a result of the
write the effects on the list or map. Color code the solution, and which might
actors that receive benefits from the solution and be negatively affected.
those that experience negative effects. If possible,
Step 5. Develop methods
quantify the value of the effects with a standardized
and techniques to
measurement system. measure the impact on
the stakeholders who
3. Using this learning, continue to iterate on the solutions
might be both positively
to find ways to increase the positive effects and lessen and negatively affected.
negative effects.
Step 6. Hang the map in
4. Examine the solution’s net value Use this exercise as a place where people can
a way to continue learning and challenge the team to refer to it often. Capture
thoughts and learnings in
improve on solutions in order to make the outcomes more
a section of the map so
and more positive. that it becomes a living
document for helping the
team learn and engage
in discussion.

H C D

Case
study
Interventions to
Reduce Unplanned
Pregnancy
A project in the United States by IDEO to reduce
the number of unplanned pregnancies utilized a
wide portfolio of measurement and evaluation tools
throughout the process. The design team started by
gathering statistics and reading reports on unwanted
pregnancies. Next, they went into the field to learn
first-hand why young women have so many unplanned
pregnancies, and what tools they had available to them
to design interventions. The team discovered that
rational arguments rarely work to prevent unplanned
pregnancies. They also learned that a primary means
of communication for young women was SMS text
messaging.

The understanding led to a number of solutions to
help young women gain access to birth control pills
and an SMS service that would remind women to take
their birth control as directed. They got feedback on
a number of different executions on the idea, which
helped the team discover what worked and what
didn’t. For example, a simple SMS service that spoke in
conversational language was much more effective than
a message written in a clinical, authoritative tone. From
this, they found a partner that agreed to launch a mini-
pilot to try out the SMS ideas. This method allowed for
further learning and iteration.

For the next phase, several partners will launch the
SMS solutions with a functional website among a large
number of young women. During this larger pilot, the
team will track indicators such as click-based behaviors
on the web. In addition, the team will interview clinic
workers for anecdotal evidence of behavior change and
assess the success of the program in a participatory
way. After the pilot is completed and the program is
scaled up, the team will also begin tracking outcomes,
eventually including statistical evidence such as the rate
of decline in abortions and unplanned pregnancies.

156

intro :

FIELD CHECKLIST
This Field Guide brings together
the tools you’ll need to lead » C om p lete the follow ing :
successful group meetings Worksheet: Recruiting Plan
and individual interviews.
Worksheet: Research Schedule
Included in the Guide are
Worksheet: Identity, Power Politics
exercises to complete before
going into the field, tips for
successful interviews, and a » FA M I L I A R I Z E YO U R S E L F W I T H :
place to capture highlights
from the interviews while they Tips: Observation

are still fresh in your mind. Tips: Conversation

Tips: Discussion Guide

Tips: Documentation

Exercise: Community Characters

Exercise: Resource Flow

Exercise: Factors Forces

Exercise: Journey Of An Offering

Exercise: Aspirations

» B R I N G W I T H YO U :

Camera

Video Camera (optional)

Pens Markers

Gifts for participants (optional)

» T O D E B R I E F, F I L L O U T:

Highlights

157

WO rksheet:

RECRUITING PLAN
Recruiting the right
participants is critical to
success. Remember to » GROUP MEETING LOCATIONS
recruit extremes and balance
Example Group Meeting Location:
ethnic, class, and gender Village 1: Ansoung Commune of Kg Trabek District
Unique Characteristic: Seasonal Flooding
considerations.
Village 1:
Keeping track of the people
Unique Characteristic:
you speak with can also be
challenging. Use the worksheets
to help keep a list of who you Village 2:
have spoken with and who you Unique Characteristic:
plan to speak with next.

Village 3:

Unique Characteristic:

For female participants,
interviewers may need
» I N D I V I D UA L PA R T I C I PA N T T YP E S :
GENDER permission from male
family members or
Example Participant Types:
community leaders.
Successful Villager
Person struggling to survive
Large family with relatives in the city
Female headed household

Participant types:

158

Worksheet:

RESEARCH SCHEDULE
» TEAM LEADS » D etails

2 Teams: Asha Anand 2 groups of 10 participants
/ mixed gender

» AC T I V I T Y » Date

Example:
Village 1 Group Meeting 7 June / 8:00 - 10:00 (including setup)
5

There are many things to juggle when you’re out in the field. The more you plan
ahead of time, the more smoothly the process will go. However, be prepared to
adjust quickly; for example, you might need to increase the number of facilitators
if you show up and the group is twice as large as expected.

159

Worksheet:

IDENTITY, POWER
POLITICS
» R ace E thnicit y » GENDER » C lass I ncome

Are ethnic, racial, and/or Do women and men have Are communities divided
tribal distinctions important unequal status in this along class or income lines?
in this community? context?
How might income and
How might these issues What activities within and class divisions affect
affect the research and outside the household the research and design
design challenge? do men and women do challenge?
differently?
How will you deal with How will you deal with
these issues in research? How might gender these issues in research?
inequality affect the
research and design
challenge?

How will you deal with
these issues in research?

» THE ELITE » T H E disem p ow ered

Who are the political or Are any groups of people
economic elites in this disempowered in this
context? community (i.e. landless,
children, disabled, etc)?
How might their influence
affect the research or How might the perspec-
design challenge? tives of these groups affect
the research and design
How will you mitigate challenge?
the influence of elites in
research? How might the research
take into account the
perspectives of the
disempowered?
6

Research with communities and individuals often involves issues of identity, power,
and politics. To help think through these issues, answer the questions above.

160

ti p s :

observation
The things people say and what
they actually do are often not the
same thing. In-context observations
are often useful for getting beyond
tip
what people say to understand what
people do and feel.

In-context means being with people During observations, look for:
in their real settings, doing the things
» hings that prompt shifts in behavior
T
they normally do.
» Work-arounds and adaptations
The stories that emerge from these
encounters in the field show us » ody language
B
new opportunities and inspire new
» hings people care about
T
solutions.
» nything that surprises you
A
It is often very powerful to experience
a process first-hand. Whenever » nything that questions your
A
possible, put yourself in the shoes assumptions about how the
of a customer and experience their world works
activities directly.
» nything that you find “irrational”
A
For example:
» Work with a farmer for a day in his
or her field.
» Live with a family for a few days.
» Go with a sick person to seek
medical care.

161

ti p s :

conversation
The in-context interview is a lengthy
conversation (often 1.5+ hours)
that explores the values, desires,
frustrations, and aspirations of your
interviewee. The conversation should: tip

Be long enough to make your
interviewee feel like they are really » sk open-ended questions, or
A
being heard, and that allows them questions that require a longer
to go past their rehearsed “script” explanation than one word.

» isten and be attentive, even if
L
Be focused enough so that you feel
taking notes at the same time
you are getting useful information to
address your design challenge » ave a dynamic conversation,
H
don’t interview from a script
Be general enough so that it feels
like an open-ended conversation » Allow long pauses
that can lead to unexpected insights
» sk naïve questions (even if you’re
A
Generate a true back-and-forth the expert) to hear the explanation
so that it feels like a conversation in their words
and puts the interviewee at ease » on’t correct people; understand
D
their perceptions and why they
Make the interviewee feel that
may perceive things differently
the conversation is about them,
than you
not about the product, service, or
organization you are representing » emember: the participant is the expert!
R

162

TIPS:

DISCUSSION GUIDE
FOR FARMING
» OPEN SPECIFIC E xam p le inter v ie w guide

Start the conversation with simple and » OPEN SPECIFIC
specific questions your participants 1. Farm demographics

will feel comfortable answering. You How many people live on your farm?
may want to begin with a compliment Can you give me a tour of your farm?
and short introduction and then move 2. tories of recent past
S
on to questions about the participant’s How did this year’s harvest compare to last year’s?
current life. This is your chance to build Do you expect next year to be better or worse?
rapport with the person you are inter- 3. hat do different members of the household do?
W
viewing and to ask basic questions that What activities do women men do differently?
will help you understand their overall
» GO BROAD
life situation, the make-up of their
household, and their farming activities. 4. spirations for the future - use Aspiration Cards
A
Choose 3 cards that represent what you hope for your future.
» GO BROAD What did you choose and why?

Prompt bigger more general topics 5. ystem-based questions - use Factors Forces worksheet
S
The innermost circle represents your household.
that ask the participant to think about The middle circle your community.
life, business, and the future. Ask about The outermost circle the nation and the world.
their hopes and dreams for the future, What factors in each of these circles affect your prosperity?
as well as the barriers to achieving
6. Household (or Community) Resource Flow — use the
their goals. This is the chance to worksheets to illustrate or write household revenues and
understand how they want to change expenditures.
their lives, what is standing in their
7. ho do you turn to for information on farming and marketing
W
way, and what they perceive the real your products? In your community? Outside the community?
paths to a better future might be. Who do you trust the most? Who gives you the best
information?
» PROBE DEEP
» PROBE DEEP
Ask deeper questions about the
8. uestions specific to innovation challenge (i.e Perceptions of
Q
design challenge at hand prompt Credit and Risk) Under what circumstances do people in your
with ‘what if’ scenarios. The last half community take credit or loans? Have you ever taken credit?
of the interview is the time to ask What for or why not?
What was a recent, significant purchase? - Journey of an
questions that are focused on your Offering Worksheet If you were offered a loan of $500,
design challenge. Make sure to ask what would you do?
concrete questions of the participant
9. acrificial Concepts
S
that will help you define what is and is
Create 1 possible future product, service or agreement options
not desirable to this person. for them to react to. It’s good to be provocative.

163

TIPS:

DISCUSSION GUIDE
FOR HEALTH
» OPEN SPECIFIC E xam p le inter v ie w guide

Start the conversation with simple and » OPEN SPECIFIC

specific questions your participants 1. Home Setup
will feel comfortable answering. You How many people live in your home?
may want to begin with a compliment What do different members of your household do?
and short introduction and then move 2. Home activities
on to questions about the participant’s What is a day like in your home?
current life. This is your chance to build What kind of things do adults and children do differently?
Women and men?
rapport with the person you are inter-
viewing and to ask basic questions that 3. Context, values
will help you understand their overall How is life for you/your family/your community the same or
different than it was last year?
life situation, the make-up of their
household, and their farming activities. » G O B R OA D

» GO BROAD 4. Aspirations for the future – use Aspiration cards
Choose 3 cards that represent what you hope for your future.
Prompt bigger more general topics What did you choose and why?
that ask the participant to think about 5. Inividual (or Household) Health Flow – use the worksheet
life, business, and the future. Ask about Use the worksheet to illustrate or write what contributes to
their hopes and dreams for the future, or takes away from that person’s health.
as well as the barriers to achieving 6. System-based questions – use Factors and Forces worksheet
their goals. This is the chance to The innermost circle represents your household.
understand how they want to change The middle circle your community.
The outer circle, the nation and the world.
their lives, what is standing in their
What factors in each of these circles affect your health?
way, and what they perceive the real
paths to a better future might be. 7. Who is the healthiest person/household in your community?
Why?
» PROBE DEEP Who is the least healthy? What can/should be done for them to
more healthy? When you have questions about health,
be
Ask deeper questions about the how do you find the answer? Where do you find the best
information?
design challenge at hand prompt
with ‘what if’ scenarios. The last half » PROBE DEEP
of the interview is the time to ask
8. uestions specific to the innovation challenge, e.g. perceptions
Q
questions that are focused on your of vaccines, choices around cost/value of doctor visits for
design challenge. Make sure to ask different ailments.
concrete questions of the participant Has anyone in your household needed to see a doctor recently?
that will help you define what is and is 9. Sacrificial concepts
not desirable to this person. Create possible future product, service, or agreement options
for them to react to. Use your assumptions and questions to
generate sacrificial ideas. Keep it simple; the more it’s just about
one idea the better.

164

ti p s :

documentation
Capture everything you see, hear,
smell, feel, and taste during the
observation. It’s important to capture
the experience to bring back with you
to the office and to share with team
tip
members who were not present.

Document the conversation with
notes, photos, and/or recordings.
In addition to your Field Guide, bring When documenting capture:
a digital camera and, if possible,
» Personal details (family size,
a video camera or voice recorder. acreage, crops, diet, location)
Write down first interpretations of » irect, unfiltered quotes (and
D
what’s going on at the moment it your immediate interpretations)
happened; this critical information
is often lost and difficult to » he expressions and feelings of
T
remember later. the person, not just their words

» Ways they interacted with others
Immediately after the interview (or
and things in the environment
within 24 hours), jot down immediate
big picture takeaways from the » Things they care about most
conversation using the Highlights
page. The longer you wait, the more » oments or things that elicited
M
emotional responses, positive
details and specifics may be lost.
or negative
It’s often helpful to work with a
partner—one person responsible
for leading the interview while the
other is capturing and documenting.
Compare the experiences,

perceptions, and interpretations
of the two people, and feel free to
switch roles every day or so.

165

EXERCISE:

COMMUNITY CHARACTErs
This exercise is good for:

» Group interviews
E y es BRAIN

» Warming up the participants

» Identifying individuals you want

to follow up with after the session EARS MOUTH

(often the eyes, ears or
mouth of the community)
HEART H ands

» S te p 1 :
Begin by saying you’d like to get to know
the community better by understanding the
different roles people in the community play. FEET

» S te p 2 :
Ask the group to identify a specific person who
represents the eyes ears of the community.
You might need to qualify this with a definition
(i.e. someone who is always looking outward
beyond the community for new ideas to bring
into the community). People may be reluctant Community Characters Worksheet
to call out individuals, so remind them that
there are many who play this role and you are
simply looking for one example.
This activity works differently with mixed-gender, men-only or a
women-only group.
» S te p 3 : If men are dominating in a mixed group, you may want to ask only
GENDER
Ask the group to explain why this person is the women to identify someone for a given role.
the eyes ears. If possible, ask for a specific
story that happened in the last month when
the person played that role. Take notes in the
appropriate box. This can sometimes be a highly political activity, especially if there are
community or government leaders present.

» S te p 4 : TIP It’s fine to abandon the exercise if the political environment is making
Repeat for mouth, brain, heart or whichever this activity difficult.
feel most relevant.

BRAIN
E y es

MOUTH
EARS

H ands

HEART FEET

» EXERCISE NO. 1

167

EXERCISE:

RESOURCE FLOW

» Group interviews

» Individual interviews

» or indi v idual inter v ie w s :
F » OR GROUP INTERVIEWS:
F
Use Worksheet No. 2A Use Worksheet No. 2B

» S te p 1 : » S te p 1 :
Ask if your participant or one of their Ask if anyone in the group likes to draw
children likes to draw. If not, it’s fine for (often a teenager will volunteer). If no
the participant or the interview leader one volunteers, the interviewer can make
to write. notes based on what people say. 2A

» S te p 2 : » S te p 2 :
Ask the participant to list everything that If someone voluteered to draw, ask that
brings money INTO the household on the person to work with the group to draw
left side of the page. (This might include representations of everything that bring
various crops, livestock, labor, etc) money INTO the community on the left 2B

side of the page. (These means of income
Resource Flow Worksheets
might include various crops, livestock,
» S te p 3 : labor, etc)
Ask the participant to list everything that
takes money OUT of the household on
the right side of the page. (This might » S te p 3 :
include seed, technology, education, Next, ask them to draw or say everything
medical expenses, etc) that takes money OUT of the community
on the right side of the page. (These
expenditures might include seed inputs,
» S te p 4 : water technology, education, medical
Ask the participant to circle the item expenses, etc)
on the page that provides the largest
income and the largest cost. Alterna-
tively, you can ask them to rank order » S te p 4 :
all the items listed. Ask them to circle the items on the page
that provide the largest income and the
largest cost.
» S te p 5 :
Ask which items listed are controlled by
the women and which are controlled by » S te p 5 :
the men. Note this information down on If desired, ask them to rank all the items
the worksheet. from most money to least money.

Different cultures will often determine whether the man or the woman is in charge of decision-
making and finances in the home. If one person is dominating the conversation, invite the
input of the other. Sometimes it is helpful for the design team to split up into two groups—one
GENDER to interview the husband and one to interview the wife. This enables you to cross-check and
compare stories after the interview.

171

EXERCISE:

Factors Forces

» Group Interviews
GENDER

» Individual Interviews
In mixed-gender group sessions, the women will stay
quiet in some cultures though they have determine to
Different cultures will often many ideas
share. When asking for man or the woman is in
» roadening the conversation
B
whether the responses to these questions,
you might say “I’d like five people to respond to this
charge of decision-making and finances beyond one’s immediate individual
question” and point to five people who represent a mix
in the home. If one person is dominating
of genders.
needs and circumstances
the conversation, invite the input of the
Near the other. Sometimes it is what brings the
end of the exercise, ask helpful for
prosperity to the team toof the up into two groups—
design women split community or » nviting conflicting opinions from
I
household. Note interview the husband and one to
one to if these factors are different. different members of community
interview the wife. This enables you to
cross-check and compare stories after for rich dialogue
the interview.

» OR GROUP INTERVIEWS:
F » or indi v idual inter v ie w s :
F

» S te p 1 : » S te p 1 :
Tell the group that you want to Tell your participant that you want to
understand all the factors and forces understand all the factors and forces
that affect their prosperity. that affect their prosperity.

Describe the diagram: Describe the diagram:
» The innermost circle is the community » he innermost circle is the person
T
» The second circle is the nation and his/her family
» The third circle is the world » The second circle is their community Factors Forces Worksheet
» he third circle is their country
T
» S te p 2 : and the world
Ask what factors in the community,
in the nation and in the world BRING » S te p 2 :
prosperity to the community (i.e. health, Ask what factors in the family, in the
work ethic, children in school, etc). Start community and in the nation BRING
with the community level and build prosperity to their family. Start with
outwards to the world. Take notes in the household level and build outwards
the appropriate circles. to the nation. Take notes in the
appropriate circles.
» S te p 3 :
Ask what factors in the world, in the » S te p 3 :
nation and in the community take Ask what factors in the nation, in the
prosperity AWAY from the community community and in the household take
(i.e. violence, cost of fuel, legal status, prosperity AWAY from their family.
property ownership, climate change, Take notes in the appropriate circles.
globalization, etc). Take notes in the
appropriate circles.

173

EXERCISE:

journey of an offering

» Individual interviews

» Understanding what a person
considers when purchasing a new
product or servicefor the first time

» S te p 1 :
Tell the participant that you want to know
what they think about when deciding to
make a purchase.

» S te p 2 :
Ask the participant to think of the last time
they bought a new thing or service.

» S te p 3 : Journey of an Offering Worksheet
Show the participant the cards: talk, look,
compare, try, money. Ask them to tell you
how they did these things when making
Different cultures will often determine whether the man or the woman
their purchase.
is in charge of decision-making and finances in the home. If the man is
the dominant voice in the conversation, listen to his explanation first,
Talk: Did you talk to people about the GENDER then ask for the woman to describe the journey from her perspective.
product or service? Who and why?
What were your questions? Did you talk Sometimes it is helpful for the design team to split up into two groups—
to anyone about it after you made the one to interview the husband and one to interview the wife. This enables
purchase? you to cross-check and compare stories after the interview.

Look: Where did you see this product or
service? What did you think at the time?

Compare: What other options did you con-
This exercise can also be used to discuss a potential product or service.
sider? What else did you compare this to? TIP

TRY COMPARE

SAVE LOOK AT MARKET

GET CREDIT TALK

177

EXERCISE:

ASPIRATIONS EXERCISE

» Engaging participants in group
and individual interviews

» Getting people to talk about what
they desire for the future

» Making people feel comfortable
talking about broader issues

» S te p 1 :
Start by saying that you want to know
what the participants hope for and desire
for the future.

» S te p 2 :
Tell the participants that you have a set of
cards with various pictures on them.

» S te p 3 : Journey of an Offering Worksheet

Ask the participants to look through the
cards and choose the three pictures that
represent what they hope for in the future. Have the participants explain what the picture is in their own words,
do not interpret the pictures for them. Often people will choose
something that represents one thing to them, but may represent
TIP something different to the researcher.
» S te p 4 :
If a participant asks, “what is this?” to a
picture, tell them that it is anything they
think it is, or if the picture doesn’t make
sense to them, skip it and move on.
If appropriate, you can ask people to choose the three pictures that
represent what they fear in the future after they are finished with the
first exercise.
TIP
» S te p 5 :
After the participants have chosen their
pictures, ask “Tell me what you chose” and
have them describe the picture. Then ask: You may find that you need different pictures for your design challenge
“Why did you choose this?” Document both or the community you are working with. With the help of the internet,
the pictures and explanations. TRY find some pictures and print them out to add to this group of pictures.

187

worksheet:

HIGHLIGHTS
» T y p e of Acti v it y:

» Date : » N ame : Group Interview In-Context Immersion
Individual Interview Other
» L O c AT I O N :

T hings the partici pant( s ) said or did that T hings that matter most to the
sur p rised you or most memorable quotes : partici pant( s ) :

M ain themes or learnings that stood out N e w to p ics or questions to ex p lore in
from this inter v ie w : future inter v ie w s :

188
Acknowledgements
This Toolkit is the result of a project funded by the Bill Melinda Gates
Foundation. The BMGF brought together four organizations—IDEO,
IDE, Heifer International, and ICRW—to partner in the creation of a
method for guiding innovation and design for people living under $2/day.

As one of the key developers of the Human-Centered Design process,
an IDEO team led the creation of this Toolkit. While IDEO takes
responsibility for its shortcomings, we cannot take responsibility
for any of its successes. These successes are the outcome of an
extraordinary collaboration of partnerships on many continents—
and the individuals that went above and beyond to prototype
and field test these methods. Working on-site with IDE teams in
Ethiopia, Zambia, Cambodia, Vietnam, and the US, as well as with
Heifer International in Kenya, the HCD process was adapted for
use with constituents in developing contexts.

IDEO revised and re-released the second edition of the Toolkit
drawing on other social impact projects and on inspiration from
outside users of the Toolkit.

Thanks to Kara Pecknold for sharing her use of the Human-Centered
Design Toolkit in Rwanda as case study. Thanks also to Fidel Calderon
and Indhira Rojas for the visual design of this edition. To add your own
experiences or give feedback for the next edition of this Toolkit,
email info@ideo.org

This is a working prototype.
Let’s keep learning, adapting, and iterating together.

Human Centered Design_toolkit

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