You have gained a lot of "insights" through previous user research interviews, drawing user portraits and user experience maps. What you need to do now is to further sort out this information and put it into a refined text as the basis for the next brainstorming. This passage is called Pointof View, POV for short, which means point of view. Strictly speaking, this action is the natural result of the first step of "user insight", just like a bridge connecting the needs of users and the solutions to be given in the future.
It contains three parts:
For example: "How to help a graduate who just started working in a foreign company (who) learn English better after busy work and improve his oral expression ability (purpose)?" But at present, his English foundation is poor, and he feels very tired after work, so it is difficult to persist in learning (challenge). "
You will find that many people are designing the same thing on the surface, but the views and directions behind it are different, so we must accurately grasp the hidden views and directions behind the design.
For example, in 2008, Beijing will host the Olympic Games, and it needs to build a main stadium for the Olympic Games. The same is true of the 20 12 London Olympic Games. On the surface, the needs of these two cities are the same, but the views and directions behind them are different:
The main stadium of Beijing Olympic Games is to build an international landmark building to publicize the strength of our great country. London Olympic Games is the most environmentally friendly Olympic Games. Its main stadium can be assembled, and later it can be disassembled into blocks and moved to different areas for reorganization and repair. Therefore, before discussing "designing the structure of Olympic venues", we must have a clear POV, otherwise the design is likely to be far from the original idea.
POV is like a lighthouse, which ensures that we will not deviate from the goal. We have many similar usage scenarios every day. Peter drucker, a master of management, was invited to share with General Electric Company. Many executives want to listen to the opinions of the master. As a result, Drucker came up and asked, "What does your company do?" Everyone thought Drucker was joking, but Drucker insisted that they answer this question, and several executives talked for a long time without getting together. So the CEO called everyone to the conference room for a meeting. It is said that after six hours of discussion, they haven't reached an agreed answer. If you can't clearly express the intention behind doing something in a very short time, then you don't really know what you are doing.
From the communication with the out-of-circle course team, I learned that the course product manager is required to explain the content and significance of the activity within 10 seconds every month. If it is unclear, the design will not be approved. This is also a way to "focus on the problem".
Let me give you another example to help you understand the relationship between POV and previous user insights and subsequent brainstorming.
Do you remember the example of melatonin? This example comes from a passage in Shi Yuzhu's book My Marketing Experience, which goes something like this:
Step 1: User insight? I've been chatting with old people and old ladies. Next is the second step: imagine the plan. This step includes two links: converting the old man's purchase of melatonin into a gift for the child, which is the focus of our problem. After dozens of employees think together, it is a brainstorming.
The marketing design POV of melatonin is: how can the elderly use our health care products, but they are not willing to spend money, hoping that their children and grandchildren can give them.
Next, brainstorm, which is the most important content in the step of "scheme imagination". A group of people provide as many ideas as possible around the theme of the previous POV, and select some feasible ideas from them.
But when it comes to brainstorming, most people's questions are:
I will solve these problems for you in turn.
Creativity is an ability, not a gift. In fact, there are many creative tools that can help you find good ideas, such as lateral thinking, six thinking hats ... and so on. Here is a product innovation tool: SCAMPER, which is a creative list created by American psychologist Robert Abel.
SCAMPER consists of the first letters of seven English words, which stand for:
These seven words represent seven different product improvement directions. There are many novel products or services in our life that actually use SCAMPER's method. For example, the popular barber shop in recent years does not wash hair, dye hair, perm hair, blow hair, handle cards or sell it. Only the purest haircut service is left, 15 minutes. This is the use of SCAMPER to eliminate the streamlining of traditional barber shop services to the most basic and core.
There are also post-it notes that we often use, which is a good example that comes in handy. It is said that an engineer of 3M Company should have developed a glue with higher viscosity, but he made a glue with lower viscosity. It happened that he was a member of the choir. One day when he was practicing, he wanted to put some small notes on the music score for comments. Because of his mistake, he tried to apply this glue to the paper money, and found that it was only sticky and easy to tear off. Later, this glue created the well-known post-it notes.
Although we are all familiar with brainstorming, in practical work, I rarely see a team can complete a standard brainstorming very solidly. For example, there is a topic that needs to be discussed before you: recently, a zoo needs to reduce the size of the venue, resulting in a smaller living space for animals, and even some animals have nowhere to live. How to solve it?
How do most people brainstorm? I'll give you two wrong examples:
A group of people sat around a big table, and someone began to speak and threw an idea: "We can let everyone adopt animals!" " Others continue to talk to him, and the idea of adopting animals is good. Then they began to discuss the details of adopting animals, such as: "What if everyone wants to adopt pandas? Aren't there enough pandas? " Come on, how can a panda be adopted? "
This kind of you come and go, not brainstorming, but chatting, or just discussing, only breeze, no storm. Spent a lot of time discussing this plan, okay? The efficiency is too low.
There is also a so-called brainstorming, that is, someone throws an idea, the person next to him throws a second idea, and then there is a third idea. Everyone said a lot of ideas, but there was no ending and no one recorded them.
Generally, the following four steps should be followed:
Brainstorming scenes generally have three roles: host, recorder and participant.
The host is responsible for controlling the rhythm and taking everyone to actively discuss.
The recorder's duty is not to write the post-meeting report, but to write the discussion content on post-it notes in time, put it in front of everyone, or stick it on the wall to avoid a flash of good ideas.
It is suggested that the number of participants should be controlled at 5-6, preferably from different departments and backgrounds, so that the ideas will be diversified.
It's not the first time to express your opinions when you see the topic, but each participant should calm down and meditate for 5- 15 minutes, depending on the complexity of the topic. Keep quiet at the scene, don't disturb each other and think independently. Write down every idea on a post-it note. You can refer to the "crazy 10 minutes" brainstorming in Silicon Valley. Here's what they do: each person takes a piece of A4 white paper, folds it into 8 equal parts, and then spends 10 minutes to come up with at least 8 ideas. Every idea is written on a post-it note and then pasted on a square on A4 paper. There are enough crazy ideas.
After the meditation, everyone has time to share their thoughts. While sharing, they stick their post-it notes on the whiteboard or wall. The audience only listens, don't interrupt others, and finally pile up everyone's ideas.
Sharing is an error-prone link, so here I want to remind you of the four principles behind brainstorming, namely: whimsical; Suspend the judgment; What do you mean by playing by "topic" and pursuing quantity?
These principles are very important and are still posted on the conference room walls of many top innovative companies and consulting companies.
When there are enough ideas, we begin to summarize the post-it notes, produce several categories, and choose several priority ideas from them. Some people may ask: which programs deserve priority?
Design thinking generally brews innovative solutions from three dimensions: customer value, technical feasibility and commercial value/sustainability, taking into account the interests of consumers, designers and producers respectively.
In other words, to measure every scheme, you should ask questions in your mind:
You can ask each participant to start with these three questions and then vote for the most suitable solution. Many times you can't find a solution that perfectly fits three dimensions. It doesn't matter. Try to find a solution as close as possible.
If you really do your brainstorming well enough, its effect will surprise you. Some people think that finding creative solutions requires profound secrets. In fact, the most practical method is well known and can be used quickly. You don't need to pursue the "Dragon Slayer", even if you only have a kitchen knife around you, it will be enough to help you open up a road of innovation.
1. When we gain a lot of user insights, we will focus on our direction and even redefine our problems to produce a clear POV.
2. Then use the principle of brainstorming to imagine the scheme and generate a lot of ideas, and then summarize several schemes worthy of priority consideration.
& lt& lt& lt Business Notes Outside the Circle