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Design Thinking Awareness Questions and Answers for Entrance Exams

Author : Nashid

Updated On : August 1, 2024

Overview: Discover the fundamentals of design thinking, its misconceptions, and its role in innovation. Get a sneak peek at sample questions from leading design entrance exams. Curious? Dive in. Master your design exam prep with our comprehensive guide!

Design thinking is a term used to represent a set of cognitive, strategic, and practical processes by which design concepts (proposals for products, buildings, machines, communications, etc.) are developed.

Studies across different domains of design cognition and design activity in laboratory and natural contexts have identified many key concepts and aspects of design thinking.

Top design entrance exams like NID, NIFT, UCEED, and others prioritize assessing candidates' design thinking awareness.

In this article, we will examine design thinking, some of the design thinking awareness objective questions and answers, and more.

Download Free Study Material for Design Exams by Creative Edge

What is Design Thinking?

Design Thinking is a human-centred approach to innovation that draws from the designer’s toolkit to integrate people's needs, technology's possibilities, and business success requirements.

It is characterized by five key phases:

• Empathize: Understanding the needs, experiences, and emotions of the people for whom you are designing. This involves direct observation and engaging with users to gain deep insights.
• Define: Clearly articulate the problem you want to solve based on the insights gathered during the empathize phase. This stage involves synthesizing information to create a meaningful and actionable problem statement.
• Ideate: Generating a wide range of ideas and potential solutions. Creativity is encouraged, and brainstorming sessions are used to explore various possibilities without judgment.
• Prototype: This phase involves creating tangible representations of ideas, from sketches and models to digital interfaces. It allows for hands-on experimentation.
• Test: Evaluating prototypes with users, gathering feedback, and refining solutions. This iterative process helps to identify what works, what doesn’t, and why, leading to more user-friendly and effective solutions.

Importance of Design Thinking Awareness

Design thinking is a powerful methodology transforming how we approach problems and create solutions. Its impact spans industries, from technology and business to healthcare and education.

Leading design colleges in India greatly emphasize design thinking. Let's have a look at the importance of design thinking -

Fostering Innovation

Design Thinking encourages out-of-the-box thinking and experimentation. Awareness of this methodology can drive innovation by enabling individuals and organizations to develop creative solutions to complex problems.

Enhancing User Experience

By prioritizing empathy and user needs, Design Thinking leads to solutions that are more aligned with what users actually want and need. This results in products and services that provide better user experiences and satisfaction.

Encouraging Collaboration

Design Thinking promotes interdisciplinary teamwork. Awareness of its collaborative nature can break down silos within organizations, leading to more cohesive and effective problem-solving processes.

Driving Business Success

Design Thinking can help businesses create products and services that stand out. It aligns innovation with customer needs, increasing customer loyalty and business growth.

Empowering Individuals

Awareness of Design Thinking empowers individuals to tackle problems creatively and effectively in their personal and professional lives. It equips them with a mindset and tools to approach challenges methodically and innovatively.

Design Thinking Awareness Sample Questions

To help you understand the questions asked in the design entrance exams, we have provided a few sample questions curated from the previous year's question paper for NID.

Enhance your NID Exam Preparation by understanding the concepts below. 

Question 1: Design Thinking is:

(a) Thinking about Design

(b) Designing ways in which people think

(c) Asking users to solve problems

(d) Defining, framing, and solving problems from users’ perspectives

Answer: (d) 

Check:   Best Design Schools In India

Question 2: What are the steps of the design thinking process?

(a) Understand > Draw > Ideate > Create > Test

(b) Empathise > Define > Ideate > Prototype > Test

(c) Empathise > Design > Implement > Produce > Test

(d) Understand > Define > Ideate > Produce > Try

Answer: (b) 

Question 3: Design Thinking is a Linear Process. True or False?

Question 4: A college is redesigning its website. Current students are the main users of the website. Which one of the elements below should definitely be on the website?

(a) College rules and regulations

(b) Information on faculty members

(c) Information about courses

(d) Alumni details

Answer: (c) 

Check:   NID Syllabus

Question 5: Aravind Eye Care System (AECS), an Indian eye care provider for millions of low-income people, has long used design thinking in its approach. Which of the following statements are examples of design thinking at AECS?

(a) AECS provides buses from remote locations to the AEC centre to provide transportation to its users, the poor people, as they can't afford these

(b) AECS has developed a manufacturing facility that enables providing lenses at a fraction of the cost of the market price

(c) AECS has been using telemedicine trucks to enable expert advice from doctors at hospitals

(d) All of the above

Check:   NID Online Coaching

Question 6: Which of the below firms is associated the most with Design Thinking?

Question 7: Design Thinking typically helps in _______

(a) Innovation

(b) Data Analytics

(c) Financial Planning

(d) Operational Efficiency

Answer: (a) 

Question 8: One needs to have professional training in design to become a design thinker True or False?

Check:   NID Interview Questions With Answers

Question 9: Which of the following well-known consulting firms offer Design Thinking as a solution?

(a) Mckinsey and Co

(c) Bain and Co

Answer: (d)

Question 10: Which of the below is incorrect?

(a) PepsiCo has turned Design Thinking into its strategy

(b) GE Healthcare has built an MR scanner for children using Design Thinking

(c) Airbnb avoided bankruptcy and turned profitable using Design Thinking

(d) Google has a 3 step process to bring about new innovations

(e) All of the above are correct

Answer: (e) 

Check:   NID Sample Papers

Question 11: What is the first step in the Designing Thinking Process?

(a) Empathise

(d) Prototype

Question 12: After you empathise, the next step is to ……

(a) Prototype

Answer: (b)

Check:   NID GAT Important Questions

Question 13: After you define the problem, the next step is to…

(b) Prototype

(d) Empathise

Question 14: After you Ideate, the next step is to…

Check:   NID CAT Important Questions

Question 15: After Prototype, the next is to…

Question 16: You would interview people to gain an understanding of how they feel during the … Stage of Design thinking

Download Sample Design Thinking Awareness Questions PDF

Check the questions below.

Check:   NID Mock Test Series

Key Takeaways

• By cultivating design thinking awareness, you can unlock your creativity, approach problems with fresh perspectives, and ultimately positively impact the world around you.
• Design thinking melds cognition with innovation. As we've explored its facets and relevance in entrance exams, it's clear that this approach is a cornerstone for aspiring designers.
• Embrace its principles; you'll be well-equipped for academic and professional challenges.

Check:   Design as a Career

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30 Design Thinking Quiz Questions and Answers

Design Thinking is a problem-solving and innovation methodology that focuses on creating human-centered solutions to complex challenges. It was popularized and formalized by the design consultancy firm IDEO but has roots in design processes that have been used for many years.

At its core, Design Thinking involves a deep understanding of the needs and perspectives of the end-users or customers. It encourages empathy, creativity, and iterative prototyping to develop innovative solutions that meet those needs effectively. The process typically consists of several stages, which may be fluid and non-linear, depending on the specific approach or framework used.

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Table of content

Part 1: 30 design thinking quiz questions & answers.

1. What is the main goal of Design Thinking? a) To maximize profits b) To create innovative solutions for complex problems c) To reduce product development time d) To increase customer satisfaction Answer: b

2. Design Thinking is an iterative process that consists of how many stages? a) 2 b) 4 c) 5 d) 7 Answer: c

3. Which stage of Design Thinking involves understanding the needs and wants of the end-users? a) Ideation b) Prototyping c) Empathize d) Define Answer: c

4. Which design thinking technique involves generating a large number of ideas in a short amount of time? a) Brainstorming b) Mind mapping c) SWOT analysis d) Six Thinking Hats Answer: a

5. In Design Thinking, the process of creating a tangible representation of ideas is known as: a) Ideation b) Prototyping c) Testing d) Refinement Answer: b

6. What is the primary purpose of the “Empathize” stage in Design Thinking? a) To identify potential risks b) To analyze data and research c) To understand the users and their needs d) To finalize the design concept Answer: c

7. Which of the following is not a characteristic of Design Thinking? a) Linear process b) Human-centered c) Collaborative d) Iterative Answer: a

8. Which stage in the Design Thinking process involves defining the problem statement based on the user’s needs? a) Empathize b) Ideate c) Prototype d) Define Answer: d

9. What is the purpose of user personas in Design Thinking? a) To identify potential flaws in the product b) To define the project timeline c) To represent the needs and behaviors of the target users d) To prioritize features for development Answer: c

10. The “Diverge” phase in Design Thinking is related to: a) Analyzing data b) Narrowing down ideas c) Generating multiple ideas d) Testing prototypes Answer: c

11. In Design Thinking, what does the “Prototype” stage involve? a) Finalizing the design for production b) Developing a working model of the solution c) Conducting user testing d) Collecting feedback from stakeholders Answer: b

12. What is the purpose of conducting user testing during the Design Thinking process? a) To identify potential risks b) To refine and improve the prototype c) To finalize the design concept d) To document the design decisions Answer: b

13. Which of the following is a core principle of Design Thinking? a) Analysis paralysis b) Focusing on the solution, not the problem c) Emphasizing the status quo d) Focusing on technology, not human needs Answer: d

14. During the “Test” stage in Design Thinking, what should be evaluated? a) The efficiency of the team b) The project’s timeline and budget c) The feasibility of the prototype d) The performance of the product in the market Answer: c

15. Which of the following is an essential characteristic of a Design Thinker? a) Rigid thinking b) Fear of failure c) Bias towards action d) Resistance to change Answer: c

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16. What is the key benefit of using Design Thinking in problem-solving? a) Faster decision-making process b) Minimizing the importance of user feedback c) Identifying the cheapest solution d) Solving complex and ambiguous problems effectively Answer: d

17. How does prototyping contribute to the Design Thinking process? a) It helps to eliminate the need for user testing b) It provides a detailed project plan c) It allows for quick iteration and refinement of ideas d) It ensures immediate implementation of the final design Answer: c

18. What is the role of feedback in Design Thinking? a) It helps in blaming individuals for failures b) It provides assurance that the solution will work perfectly c) It guides the improvement and evolution of the design d) It is not essential in the design process Answer: c

19. Which Design Thinking stage emphasizes converting ideas into actual solutions? a) Ideate b) Prototype c) Test d) Implement Answer: d

20. Design Thinking encourages collaboration between which stakeholders? a) Only designers and engineers b) Designers, engineers, and project managers c) Designers, engineers, and CEOs d) All stakeholders, including end-users and clients Answer: d

21. Why is the “Fail Fast” approach often recommended in Design Thinking? a) To avoid spending resources on prototyping b) To eliminate the need for user feedback c) To test assumptions and ideas quickly and learn from failures d) To avoid taking risks in the design process Answer: c

22. What is the main purpose of the “Define” stage in Design Thinking? a) To brainstorm potential solutions b) To identify the root cause of the problem c) To create a detailed project plan d) To gain insights into user needs and pain points Answer: d

23. Which Design Thinking stage involves prioritizing and selecting ideas for further development? a) Ideate b) Prototype c) Test d) Refine Answer: a

24. What does the term “Design Thinking” imply? a) A thinking process exclusive to designers b) A process limited to graphical design projects c) A way of thinking that can be applied across various disciplines d) A linear problem-solving approach Answer: c

25. Which stage of Design Thinking focuses on creating a visual representation of the user’s journey? a) Empathize b) Ideate c) Define d) Journey Map Answer: d

26. Why is the “Empathize” stage crucial in the Design Thinking process? a) To identify potential roadblocks b) To analyze competitor products c) To understand the needs and emotions of users d) To determine the project budget Answer: c

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27. Design Thinking is often considered a human-centered approach. What does this mean? a) The focus is solely on business goals and profits b) The design process is automated and driven by AI c) The needs and experiences of users are prioritized d) The design team has full authority over decisions Answer: c

28. How does prototyping support the overall design process in Design Thinking? a) It helps to develop the final product version directly b) It allows users to test the solution c) It reduces the need for user feedback d) It is only used for promotional purposes Answer: b

29. What distinguishes Design Thinking from traditional problem-solving methods? a) Rigid adherence to predefined steps b) Focus on tangible results only c) Continuous iteration and learning from failures d) Limited involvement of end-users Answer: c

30. Why is the “Ideate” stage often referred to as “Diverge” in Design Thinking? a) The team focuses on narrowing down ideas b) It involves generating a wide range of diverse ideas c) It marks the end of the design process d) The team converges on a single solution Answer: b

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Design thinking at tcs, by tcs, for tcs.

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From Living Agile to Design Thinking: Get to Know the TCS Way 

• At TCS, we believe that design thinking must underline all improvement. And we realize this belief starting with how we improve the experiences of our own employees.
• We have established a Design Thinking and Solutioning Center of Excellence that focuses on innovating over 250 products and features used by our over 600,000 employees.
• Design thinking takes problem-solving a step further, helps map out a personalized dashboard to reduce internal communication clutter for our more than half a million users.

In this article

Design thinking for creativity and innovation.

Have you ever wondered how creative people see the world? How they think about a problem? What helps them innovate? What if there was a step-by-step, evangelized plan across an organization to spark creativity to in turn fuel continual improvements to problem-solving? What if problem-solving itself could be gamified so that it wasn’t perceived as “solving a problem” but rather working on a puzzle or playing a board game? 

Welcome to the world of design thinking. 

This is a school of thought that focuses on problem-solving the approach to problem-solving itself. Where user experience—how a product works or presents itself to the end user—becomes the focus of all activity. 

At TCS, we believe design thinking must underline all improvement. And we realize this belief starting with how we improve the experiences of our own employees. We, therefore, have an established Design Thinking and Solutioning Center of Excellence (COE) that focuses on innovating over 250 products and features used by our 500,000 employees.  

An infographic that provides details on the milestones of TCS’ design thinking center of excellence. The center has been used across more than 50 TCS practice areas. Over 3,000 design-thinking toolkits have been created, and it has been used in more than 27 countries. By availing themselves of the facilities and capabilities of the center, users can seamlessly integrate with agile boards for faster idea implementation. They also get easy access to design thinking tools, and it creates a mindset shift towards sculpting and executing strategies.

Gamify the problem

Here are just a couple of actual situations internal to TCS that were resolved using the design thinking approach to problem solving. 

Security is critical terrain for us as it should be for any enterprise today. And compliance, organic or enforced, is essential to ensuring a well-run digital security program.  We wanted to incentivize our product teams to think proactively on how threats could be thwarted, avoided even. 

Design thinking helped us identify and empathize with the struggles and unmet needs of our product security teams. A bug bounty program where groups could simulate attacks on a sandbox to uncover possible threat avenues was created. The gamification was taken up a notch with a community of security experts collaboratively helping the teams look for solutions to the fictitious threats that were being envisaged. This did two things; it brought in the excitement that comes with any gamification. This, in turn, led to continual engagement and activity in the realm of the problem. The empathy exchange created by way of understanding team obstacles ensured these teams were incentivized. They were now vested in it organically. And more importantly, they knew they weren’t alone in this effort. 

Design thinking to declutter

In another instance, we were confronted with the catch-all question of how does an over 500,00-employee-strong company ensure there is no internal communication overload? Our employees were being notified daily on various goings on via hundreds of apps. That this was all too overwhelming to digest on a daily basis e was becoming apparent. How could we control notifications and ensure targeted alerts were being sent? 

Design thinking helped us put together a team of cross-functional experts to chisel out a new subscription-based internal notification mechanism. Design thinking took the problem-solving a step further, helping map out a personalized dashboard to reduce internal communication clutter for our more than half a million users.

Factoring empathy and intuitive behaviors

Problem-solving via design thinking factors in empathy and intuitive people behaviors. Design thinking pivots on developing a better understanding of people.  

As one of the largest technology consultancy companies in the world, our people—be it our employees or our customers—fuel our own reimagination and transformation. We, therefore, think about all of their journeys, aspirations, and needs continually. By design. 

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Design Thinking

A structured guide to the stuff you do anyway

WHAT is the Empathize mode. Empathy is the centerpiece of a human-centered design process. The Empathize mode is the work you do to understand people, within the context of your design challenge. It is your effort to understand the way they do things and why, their physical and emotional needs, how they think about world, and what is meaningful to them.

WHY empathize

As a design thinker, the problems you are trying to solve are rarely your own—they are those of a particular group of people; in order to design for them, you must gain empathy for who they are and what is important to them. Observing what people do and how they interact with their environment gives you clues about what they think and feel. It also helps you learn about what they need. By watching people, you can capture physical manifestations of their experiences – what they do and say. This will allow you to infer the intangible meaning of those experiences in order to uncover insights. These insights give you direction to create innovative solutions. The best solutions come out of the best insights into human behavior. But learning to recognize those insights is harder than you might think. Why? Because our minds automatically filter out a lot of information without our even realizing it. We need to learn to see things “with a fresh set of eyes,” and empathizing is what gives us those new eyes. Engaging with people directly reveals a tremendous amount about the way they think and the values they hold. Sometimes these thoughts and values are not obvious to the people who hold them, and a good conversation can surprise both the designer and the subject by the unanticipated insights that are revealed. The stories that people tell and the things that people say they do—even if they are different from what they actually do—are strong indicators of their deeply held beliefs about the way the world is. Good designs are built on a solid understanding of these beliefs and values.

HOW to empathize

To empathize, you:

Observe View users and their behavior in the context of their lives. As much as possible do observations in relevant contexts in addition to interviews. Some of the most powerful realizations come from noticing a disconnect between what someone says and what he does. Others come from a work-around someone has created which may be very surprising to you as the designer, but she may not even think to mention in conversation. -

Engage Sometimes we call this technique ‘interviewing’ but it should really feel more like a conversation. Prepare some questions you’d like to ask, but expect to let the conversation deviate from them. Keep the conversation only loosely bounded. Elicit stories from the people you talk to, and always ask “Why?” to uncover deeper meaning. Engagement can come through both short ‘intercept’ encounters and longer scheduled conversations. -

Watch and Listen Certainly you can, and should, combine observation and engagement. Ask someone to show you how they complete a task. Have them physically go through the steps, and talk you through why they are doing what they do. Ask them to vocalize what’s going through their mind as they perform a task or interact with an object. Have a conversation in the context of someone’s home or workplace – so many stories are embodied in artifacts. Use the environment to prompt deeper questions.

Transition: Empathize >> Define Unpack

When you move from empathy work to drawing conclusions from that work, you need to process all the things you heard and saw in order to understand the big picture and grasp the takeaways of it all. Unpacking is a chance to start that process – sharing what you found with fellow designers and capturing the important parts in a visual form. Get all the information out of your head and onto a wall where you can start to make connections—post pictures of your user, post-its with quotes, maps of journeys or experiences—anything that captures impressions and information about your user. This is the beginning of the synthesis process, which leads into a ‘Define’ mode.

Framing the right problem is the first step to creating the right solution

WHAT is the Define mode

The Define mode of the design process is all about bringing clarity and focus to the design space. It is your chance, and responsibility, as a design thinker to define the challenge you are taking on, based on what you have learned about your user and about the context. After becoming an instant-expert on the subject and gaining invaluable empathy for the person you are designing for, this stage is about making sense of the widespread information you have gathered. The goal of the Define mode is to craft a meaningful and actionable problem statement – this is what we call a point-of-view. This should be a guiding statement that focuses on insights and needs of a particular user, or composite character. Insights don’t often just jump in your lap; rather they emerge from a process of synthesizing information to discover connections and patterns. In a word, the Define mode is sensemaking.

The Define mode is critical to the design process because it results in your point-of-view (POV): the explicit expression of the problem you are striving to address. More importantly, your POV defines the RIGHT challenge to address, based on your new understanding of people and the problem space. It may seem counterintuitive but crafting a more narrowly focused problem statement tends to yield both greater quantity and higher quality solutions when you are generating ideas. The Define mode is also an endeavor to synthesize your scattered findings into powerful insights. It is this synthesis of your empathy work that gives you the advantage that no one else has: discoveries that you can leverage to tackle the design challenge; that is, INSIGHT.

HOW to define

Consider what stood out to you when talking and observing people. What patterns emerge when you look at the set? If you noticed something interesting ask yourself (and your team) why that might be. In asking why someone had a certain behavior or feeling you are making connections from that person to the larger context. Develop an understanding of the type of person you are designing for – your USER. Synthesize and select a limited set of NEEDS that you think are important to fulfill; you may in fact express a just one single salient need to address. Work to express INSIGHTS you developed through the synthesis of information your have gathered through empathy and research work. Then articulate a point-of-view by combining these three elements – user, need, and insight – as an actionable problem statement that will drive the rest of your design work. A good point-of-view is one that: - Provides focus and frames the problem - Inspires your team - Informs criteria for evaluating competing ideas - Empowers your team to make decisions independently in parallel - Captures the hearts and minds of people you meet - Saves you from the impossible task of developing concepts that are all things to all people (i.e. your problem statement should be discrete, not broad.) “Framing the right problem is the only way to create the right solution.”

Transition: Define >> Ideate

In the Define mode you determine the specific meaningful challenge to take on, and in the Ideate mode you focus on generating solutions to address that challenge. A well-scoped and -articulated point-of-view will lead you into ideation in a very natural way. In fact, it is a great litmus test of your point-of-view to see if brainstorming topics fall out your POV. A great transition step to take is to create a list of “How-Might-We . . .?” brainstorming topics that flow from your problem statement. These brainstorming topics typically are subsets of the entire problem, focusing on different aspects of the challenge. Then when you move into ideation you can select different topics, and try out a few to find the sweet spot of where the group can really churn out a large quantity of compelling ideas.

It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.

WHAT is the Ideate mode

Ideate is the mode of the design process in which you concentrate on idea generation. Mentally it represents a process of “going wide” in terms of concepts and outcomes. Ideation provides both the fuel and also the source material for building prototypes and getting innovative solutions into the hands of your users.

You ideate in order to transition from identifying problems to creating solutions for your users. Ideation is your chance to combine the understanding you have of the problem space and people you are designing for with your imagination to generate solution concepts. Particularly early in a design project, ideation is about pushing for a widest possible range of ideas from which you can select, not simply finding a single, best solution. The determination of the best solution will be discovered later, through user testing and feedback. Various forms of ideation are leveraged to: - Step beyond obvious solutions and thus increase the innovation potential of your solution set - Harness the collective perspectives and strengths of your teams - Uncover unexpected areas of exploration - Create fluency (volume) and flexibility (variety) in your innovation options - Get obvious solutions out of your heads, and drive your team beyond them

HOW to ideate

You ideate by combining your conscious and unconscious mind, and rational thoughts with imagination. For example, in a brainstorm you leverage the synergy of the group to reach new ideas by building on others’ ideas. Adding constraints, surrounding yourself with inspiring related materials, and embracing misunderstanding all allow you to reach further than you could by simply thinking about a problem. Another ideation technique is building – that is, prototyping itself can be an ideation technique. In physically making something you come to points where decisions need to be made; this encourages new ideas to come forward. There are other ideation techniques such as body-storming, mind-mapping, and sketching. But one theme throughout all of them is deferring judgment – that is, separating the generation of ideas from the evaluation of ideas. In doing so, you give your imagination and creativity a voice, while placating your rational side in knowing that your will get to the examination of merits later. “It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.” Transition: Ideate >> Prototype In order to avoid losing all of the innovation potential you have just generated through ideation, we recommend a process of considered selection, by which you bring multiple ideas forward into prototyping, thus maintaining your innovation potential. As a team, designate three voting criteria (we might suggest “the most likely to delight,” “the rational choice,” “the most unexpected” as potential criteria, but they’re really up to you) to use to vote on three different ideas that your team generated during brainstorming. Carry the two or three ideas that receive the most votes forward into prototyping. In this way, you preserve innovation potential by carrying multiple ideas forward—a radically different approach than settling on the single idea that at least the majority of the team can agree upon.

Build to think and test to learn

WHAT is the Prototype mode

The Prototype mode is the iterative generation of artifacts intended to answer questions that get you closer to your final solution. In the early stages of a project that question may be broad – such as “do my users enjoy cooking in a competitive manner?” In these early stages, you should create low-resolution prototypes that are quick and cheap to make (think minutes and cents) but can elicit useful feedback from users and colleagues. In later stages both your prototype and question may get a little more refined. For example, you may create a later stage prototype for the cooking project that aims to find out: “do my users enjoy cooking with voice commands or visual commands”. A prototype can be anything that a user can interact with – be it a wall of post-it notes, a gadget you put together, a role-playing activity, or even a storyboard. Ideally you bias toward something a user can experience. Walking someone through a scenario with a storyboard is good, but having them role-play through a physical environment that you have created will likely bring out more emotions and responses from that person.

WHY prototype

To ideate and problem-solve. Build to think. To communicate. If a picture is worth a thousand words, a prototype is worth a thousand pictures. To start a conversation. Your interactions with users are often richer when centered around a conversation piece. A prototype is an opportunity to have another, directed conversation with a user. To fail quickly and cheaply. Committing as few resources as possible to each idea means less time and money invested up front. To test possibilities. Staying low-res allows you to pursue many different ideas without committing to a direction too early on. To manage the solution-building process. Identifying a variable also encourages you to break a large problem down into smaller, testable chunks.

HOW to prototype

Start building. Even if you aren’t sure what you’re doing, the act of picking up some materials (post-its, tape, and found objects are a good way to start!) will be enough to get you going. Don’t spend too long on one prototype. Let go before you find yourself getting too emotionally attached to any one prototype. ID a variable. Identify what’s being tested with each prototype. A prototype should answer a particular question when tested. That said, don’t be blind to the other tangential understanding you can gain as someone responds to a prototype. Build with the user in mind. What do you hope to test with the user? What sorts of behavior do you expect? Answering these questions will help focus your prototyping and help you receive meaningful feedback in the testing phase.

Transition: Prototype >> Test

Prototype and Test are modes that you consider in tandem more than you transition between. What you are trying to test and how you are going to test that aspect are critically important to consider before you create a prototype. Examining these two modes in conjunction brings up the layers of testing a prototype. Though prototyping and testing are sometimes entirely intertwined, it is often the case that planning and executing a successful testing scenario is a considerable additional step after creating a prototype. Don’t assume you can simply put a prototype in front of a user to test it; often the most informative results will be a product of careful thinking about how to test in a way that will let users give you the most natural and honest feedback.

WHAT is the Test mode

The Test mode is when you solicit feedback, about the prototypes you have created, from your users and have another opportunity to gain empathy for the people you are designing for. Testing is another opportunity to understand your user, but unlike your initial empathy mode, you have now likely done more framing of the problem and created prototypes to test. Both these things tend to focus the interaction with users, but don’t reduce your “testing” work to asking whether or not people like your solution. Instead, continue to ask “Why?”, and focus on what you can learn about the person and the problem as well as your potential solutions. Ideally you can test within a real context of the user’s life. For a physical object, ask people to take it with them and use it within their normal routines. For an experience, try to create a scenario in a location that would capture the real situation. If testing a prototype in situ is not possible, frame a more realistic situation by having users take on a role or task when approaching your prototype. A rule of thumb: always prototype as if you know you’re right, but test as if you know you’re wrong—testing is the chance to refine your solutions and make them better.

To refine prototypes and solutions. Testing informs the next iterations of prototypes. Sometimes this means going back to the drawing board. To learn more about your user. Testing is another opportunity to build empathy through observation and engagement—it often yields unexpected insights. To refine your POV. Sometimes testing reveals that not only did you not get the solution right, but also that you failed to frame the problem correctly.

HOW to test

Show don’t tell. Put your prototype in the user’s hands – or your user within an experience. And don’t explain everything (yet). Let your tester interpret the prototype. Watch how they use (and misuse!) what you have given them, and how they handle and interact with it; then listen to what they say about it, and the questions they have. Create Experiences. Create your prototypes and test them in a way that feels like an experience that your user is reacting to, rather than an explanation that your user is evaluating. Ask users to compare. Bringing multiple prototypes to the field to test gives users a basis for comparison, and comparisons often reveal latent needs.

Iteration and making the process your own

Iteration is a fundamental of good design. Iterate both by cycling through the process multiple times, and also by iterating within a step—for example by creating multiple prototypes or trying variations of a brainstorming topics with multiple groups. Generally as you take multiple cycles through the design process your scope narrows and you move from working on the broad concept to the nuanced details, but the process still supports this development. For simplicity, the process is articulated here as a linear progression, but design challenges can be taken on by using the design modes in various orders; furthermore there are an unlimited number of design frameworks with which to work. The process presented here is one suggestion of a framework; ultimately you will make the process your own and adapt it to your style and your work. Hone your own process that works for you. Most importantly, as you continue to practice innovation you take on a designerly mindset that permeates the way you work, regardless of what process you use

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• Design Thinking Insights

Got Questions About Design Thinking? We Have Answers.

Design thinking is a solution-based approach to problem solving that emphasizes practical, creative thought with the goal of developing the best possible solution. It really helps you get out of your comfort zone and find surprising solutions to difficult problems, and it’s what we use to engage with our clients—generating the ideas that eventually become the solutions for their unique challenges.

Our team was thrilled to host a design thinking overview session at the Colorado Lean Summit . During this lively session, we explained design thinking methodology and practiced applying principles such as being empathetic and brainstorming for ideation. Participants showed up engaged and ready to play, making it no surprise that at the conclusion of the session, we were challenged with some great questions. In this post, we share our thoughts surrounding their questions. 

The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. – William Pollard

1. Your first question might be, “What is design thinking?” 

Design thinking is a deeply human process that taps into creative abilities we all have, but often overlook. It’s rooted in the belief that innovation starts with people—bringing them together and, most importantly, working to understand and meet their needs. The five-step process is focused first on understanding the challenge at hand and how it impacts those around it. 

2. When conducting an empathy interview, is it okay to use our own experience to interpret and understand others’ experiences? 

The answer to this question requires you to walk the line carefully. Two benefits come from shared experience. First, being able to share similar experiences can be a way to show vulnerability and build trust. Both are key to getting another person to open up and think deeply. Second, shared experiences can help you determine what questions to ask next or how someone might feel about their situation. 

The key to referencing your own experience in an empathy interview successfully is to remember this simple fact:

It’s not about you.

It’s not about using another person’s experience to have your turn to talk. It’s not about taking another person’s situation and pattern matching a situation you have experienced. It’s simply not about you.

It is about deeply and fundamentally understanding the other person—their emotions, perspective, constraints (real and perceived), and beyond. In that way, sometimes shared experiences can get in the way. By keeping in mind that it’s not about you, you’ll do just fine. 

3. How do you prioritize ideas during or post-brainstorming? 

Brainstorming is a great way to gather ideas quickly during the ideate phase of design thinking. When you get so many ideas, how do you prioritize them? There are many techniques you can leverage. When prioritizing ideas, it’s important not to let consensus rule the day. Consensus tends to drive us back toward the status quo. Instead, make it someone’s job to gather feedback and make a decision. In the book, Sprint , a voting method is outlined where people silently place stickers on ideas they like best. Then, an identified leader is responsible for asking questions and making a decision. It’s a method that has worked for our team. What methods have worked for others? 

4. At what point do the real constraints, such as budgets, come into the process? 

Ah, yes, the tyranny of reality. It’s kind of a bummer! 

At some point, you must understand that there are real constraints on your ideas and approaches. These include budget, schedule, team capability and capacity, etc. We encourage you to go through a few early-stage prototyping iterations before deciding what’s possible and what’s not. Remember, you’re working toward step-change innovations. Thinking too early about the traditional constraints will inhibit your thinking. In our experience, many traditional constraints either go away or can be overcome through the process of design thinking. 

5. What is the best way to brainstorm: People talking, or people working independently? 

We’ve found there are two camps: group brainstormers and silent brainstormers. 

Group brainstormers love to talk it out, build energy through collaboration, and use the “yes, and…” methodology as a springboard for ideas. The challenge lies in overcoming common failure modes. For example, certain individuals (you know who you are) can dominate the conversation, either positively or negatively. 

Silent brainstormers thrive off the fact that quality ideas increase when they have time to think and branch off. It allows individuals who are introverted to write and develop ideas they would  never  say in front of a group. The challenge with this approach is that people might not be as crazy as they need to be to work through the idea cycle (good – to bad – to great – to awful – to amazing). 

Our solution? Find a great facilitator that incorporates different methods. Every group of people and every (redefined) problem is different. A great facilitator will blend everything together for success. 

Watching groups brainstorm is always interesting. As polite humans, we often collaborate and attempt to gain consensus, which shows up as everyone talking and sharing ideas out loud. However, sometimes it’s best to have individual ideas flow into the group to find the synergy you seek. 

A few tips: 

• Selling your idea isn’t brainstorming 
• Critiquing others’ ideas isn’t brainstorming 
• Taking turns isn’t brainstorming 
• Write everything down 
• There are no bad ideas!  

6. Where do we find more tools or methods to use? 

Google is your friend here. There are several ways to learn more, specifically from Stanford d.school . There are quick courses, YouTube videos, and more. 

If you are looking for a great overview guide to design thinking, we recommend Change by Design by Tim Brown.

7. How can governments apply the design thinking concept of fail fast? 

We encourage you to fail fast, iterate, and just go do. In government , this can be an effective method to use when taking the first steps in a new program or way of delivering service. 

Design thinking allows you to understand what needs to be done by failing quickly and adjusting and designing in new and innovative ways. Applying the principles of design thinking can result in a better citizen experience, more refined internal processes, and new service delivery methods; or, design thinking can simply reimagine government in an effective and quick-win way. 

Conclusion 

Our team is committed to using design thinking to guide our fearless problem solving . Our hope is that design thinking will lead you to a new way of tackling and understanding problems and finding innovative solutions to complex challenges. 

Interested in learning more? Get in touch to hear more from our team about how we use design thinking  to help solve our clients’ biggest challenges.

Talk to Our Team

First published September 20, 2017. Updated September 28, 2023.

About the Author

Mark Caswell

Board Member @ Resultant

Mark Caswell led Resultant’s exceptional growth as CEO  from 2019-23 and from 2014 onward served as a leader throughout the organization, including for the technology services and professional...

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• Course Blog
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Assignment 2: Design Thinking Challenge – Initial Design Challenge Concept (Team)

Cal501 design challenge context.

This assignment is cumulation of the work you have done with your team in the CAL501 Learning Intensive on the CAL501 Design Challenge. It represents the accumulative learning from and about the challenge as you have worked through the CAL501 Design Challenge worksheet, specifically Steps 1 – 3 (Stanford Stages: Empathy & Defining the problem). For this assignment, your team will create a 10 min team presentation with 10 minutes for discussion and Q and A that showcases the process and the product of your team’s work on the design challenge to date including the shared team sketch (end of Step 3 in the worksheet).

Contemporary approaches for climate adaptation leadership are as varied as the sectors involved. As an example, six statements are provided below from your readings:

“[T]he more scientists understand the significance of the practice and renewal of Indigenous knowledges for Indigenous peoples’ own purposes of preparing for climate change and Whyte | 159 protecting their ways of life (sometimes called the governance value of Indigenous knowledges23), the more scientists will grasp richer senses of their responsibilities to work with Indigenous collaborators mutually instead of exploitatively. “(Whyte, 2017)

“We envision an important share of the new generation of scholars on climate change adaptation to be generalists, educated to assist addressing real world problems. But this means that there is also an increasing need for a science of adaptation—to provide substantive insights and recommendations to support transdisciplinary research.” (Swart et al, 2014)

“Whenever you study a complex system, human being, being part of it, you have to realize that different groups of human beings will have different values, different culture, different ideas, and you have to try to take everything into account…We need to realize that not everybody thinks the same way we think and so whenever we go out to try to understand a complex situation, we need to further realize that we’re going to have different voices, we’re going to have different groups with different ideas and we have to listen to all of it to be able to get a better picture of what’s happening.” (Edwin Castellanos, Universidad del Valle de Guatemala. https://www.youtube.com/watch?v=x5xGi9EFCSY)

“Inside the teaching lodge, we engage in a process I’ve termed relational systems thinking where awareness-based systems change centers mutual benefit, a foundational principle that Uncle Dan shared with me, between all the humans, the non-humans, the unborn generations and our Earth Mother.” (Goodchild et al, 2021)

“Given the novelty, complexity and magnitude of the crisis, organisations are forced to think beyond tried-and-tested ways of thinking and doing. Designers “conceive and plan what does not yet exist” (Buchanan, 1992, p. 18), making design thinking a particularly wellsuited way for organisations to address the complex challenges in the broader business environment (Kolko, 2015) and solve wicked problems (von Thienen, Meinel, & Nicolai, 2014).” (Cankurtaran, 2020)

“The interconnections between players in any given system are complex, and poorly designed attempts to make changes can have negative unintended consequences or introduce new failures or inequalities. Supporting transformational adaptation requires the capacity to inquire systematically. This means to inquire into a system of interest, to understand the history of that system (e.g. around sources of control, legitimacy and knowledge) and challenge the assumptions that underpin existing structures and ways of doing things. Reproducing ‘solutions’ without assessing what holds the current system in place may result in simply reinforcing existing failures and inequality.” (Lonsdale and Turner, 2016)

Design Rationale

You have already reviewed and analyzed some of the literature concerning issues of climate adaptation, resilience, and Indigenous perspectives to date in the MACAL 501 Learning Intensive. Therefore, you and your team (the designers), are in a powerful position to engage in the design thinking process to answer the following question:

What are ways we might encourage the public  [businesses, politicians, educational institutions, not for profits, communities]  to to use their voice and understanding to become more actively engaged  in creating and implementing climate adaptation strategies?

Problem Scenario:

You and your team have been selected by your respective organizations to design and develop a prototype of a component of an open educational program designed to empower and engage end users. You are the designers in this problem scenario. You have access to your faculty, guest speakers, and the literature to inform and mentor you along the way. Your design should help end users begin to understand their role, responsibilities, and actions towards climate action, whether you focus on adaptation or mitigation, or co-benefits. You and your team, the designers, will determine who your end users are. It could be general public, a specific age group in the general public, Rights Holder or Stake Holders in your organizations. Remember, in human centred design, we recognize that the end users hold a portion of any solution.  Your prototype should encourage end users to use their voice and understanding to become more actively engaged in inclusive climate adaptation strategies.

Parameters:

• You and your team will go through an adapted design thinking process asynchronously and synchronously. Please download the CAL 501 Design Challenge Worksheet May 17 2021 Full before you start and use it to work through the steps.
• In the Learning Intensive your team will focus on Steps 1 – 3 (Standford Stages: Empathy & Defining the problem). The work you do in these steps will result in 10 min team presentation with 10 minutes for discussion and Q and A . The presentation will be recorded. You may choose to post the link to your presentation on your blog (if the whole team agrees, or with the permission of all team members).
• The team presentation will be done ‘live’ and recorded. the presentation should address your analysis and synthesis of the design challenge to date and the specific issues related to the challenge that your team investigated. The presentation should be well produced, as professionally as could be expected without the use of trained media specialists. Each team member must contribute to the presentation creation and delivery in some manner. It is up to each team to manage their own planning, organization and distribution of roles and effort.
• Teams should upload their Assignment 2 presentation  materials (ppt or other used; presentation script if used) to the Assignment 2 – Design Thinking Challenge – Initial Design Concept dropbox in Moodle
• Your team will be assessed on your presentation based on the Assignment 2 rubric.
• You will receive  instructor feedback on your presentation along with the peer feedback from the session. This feedback will inform the next phase of the design process that you will take up in MACAL 501 Unit 2 (online).

NOTE: In CAL 501 Unit 2 – 5:

• The feedback you receive during your Assignment 2 presentation will inform the next phase of the design process. You will take this up again in MACAL 501 Units 2 – 5 (online) – which are assessed in Assignments 4 – 7. The CAL501 Design Thinking Worksheet will be continue to be your process guide as we move into Unit 2 – 5.
• As you move along with the design, you will finalize your design sketch (part of  Unit 2) and either upload it to the Moodle Forum thread or provide a hyperlink to it in your discussion thread. It is helpful to provide some context for the sketch  by briefly describing your sketch (intent, key elements, and what the prototype might achieve or contribute to) and also any questions you have that you might like some feedback on. Each team should initiate a separate forum thread so that it is easier to track. The expectation is that you will participate in giving each other some feedback on these sketches. This is not marked but will provide an opportunity for your peers and your instructors to provide some feedback on the sketch. Helpful if this is completed prior to Unit 3 start.
• You are not expected to work on the CAL501 design challenge while you are in other courses however, you will be asked to bring the learnings and connections you have made in those courses to your team when you reconnect in Unit 2 – 5 of CAL501.

Success Determinants:

Success will be determined by:

• Alignment to design motto: “design is an optimistic stance.”
• Degree to which your prototype addresses the problem posed in the Design Challenge
• Degree to which your prototype aligns with your group’s design sketch
• Considerations of the range of openness opportunities evidenced by your prototype
• Evidence of interdisciplinary with your prototype
• Functionality illustrated within your prototype

Working in Teams

We encourage you to visit the  Royal Roads Teamswork page to explore practical strategies for working in teams. The “How will we work together” section provides resources and links to templates to develop team charters. Identifying your team goals, your role, equitable workloads and what final outputs are needed are important steps in working successfully toward completing your teamwork.

Assignment Two Assessment Rubric

Assignment Two will be graded according to the following rubric:

Weight: 20%

Submit : your teams Assignment 2 presentation materials to the Assignment 2 – Design Thinking Challenge – Initial Design Concept dropbox in Moodle

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