Design Thinking and Innovation
Module 5 Project Worksheet
Your Name:
Your Innovation Problem (from Module 2):
Instructions
For the project work in this module, you will complete the following tasks:
1. Review your research and create design principles.
2. Apply the SIT Thinking Tools and open-ended ideation tools in the creative
matrix.
3. Iterate using the Function Follows Form principle.
4. Reflect on your initial ideas using the design heuristics.
5. Create personas and POV statements.
6. Practice applying the Fogg Behavior Model.
7. Reflect on the overall process.
We encourage you to share ideas and collaborate with your peers, but you may also
proceed on your own if you wish.
When you are ready to submit, visit the Assignments tab and submit your worksheet as
a PDF file.
1. Identifying Design Principles
If you need to review design principles, refer to course page 3.1.1, titled “From
Research to Design Goals.”
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Recall that design principles are the attributes that a potential solution must have in
order to effectively address the pain points identified in your design research.
Examples of design principles include “easy to use,” “environmentally sustainable,” or
“comfortable.” (These could also be phrased as nouns, such as “ease of use.”)
Identify three design principles based on the research you completed in Module 2.
These principles will guide your ideation practice:
Design Principle 1
Design Principle 2
Design Principle 3
2. Generating Ideas
If you need to review the tools mentioned in this section, refer to the course
page(s) referenced in parentheses after the name of each tool.
Using your research and the design principles you just identified, apply the ideation
tools from Module 3 to generate ideas.
This includes the structured SIT thinking tools:
Task unification (3.2.2 Task Unification and The Closed World; 3.2.3 The
Principle of Function Follows Form)
o Assigning an additional task to a component and evaluating the result
Multiplication (3.3.1 Multiplication for Qualitative Change)
o Creating a copy of a component with a qualitative change that makes it
different from the original in some way
Division (3.3.2 Division and Subtraction for Removing Essentials)
o Separating the components from an assumed “whole” in order to
reconfigure them in unexpected ways
Subtraction (3.3.2 Division and Subtraction for Removing Essentials)
o Removing a component that was previously considered essential
Attribute dependency (3.3.3 Attribute Dependency for Comparing
Relationships)
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o Creating or eliminating relationships between components (internal
attributes) and factors from the environment (external factors)
It also includes the more open-ended approaches:
Problem stories and undesired phenomena (UDPs) (3.4.1 Creative Problem
Solving and Problem Stories)
o Developing a chain of undesired phenomena (UDPs) linked by cause and
effect. The chain builds upward by asking “So what?” / “What is the next
possible negative outcome?” and downward by asking “Why did this
happen?” / “What is the cause?”
Alternate worlds (3.4.2 Alternate Worlds)
o Identifying and using perspectives from different industries, organizations,
or disciplines to generate fresh ideas about a problem
2 by 2 frameworks (3.4.4 Opportunities in 2 by 2 Frameworks)
o Plotting two sets of tensions related to the innovation problem (e.g., low
vs. high emphasis on technology, low vs. high emphasis on design) on the
x and y axes of a graph to create four quadrants. You can then determine
where existing solutions fit, where your strengths are, and where your
long-term areas for opportunity might be.
Unstructured brainstorming (3.4.5 Brainstorming)
o Discussing a problem as a group and following spontaneous ideas
wherever they lead. For this project, you may discuss your innovation with
family, friends, or classmates, or simply ponder it on your own.
Take notes on your ideas in the creative matrix on the following page.
Note: You do not need to have an idea for every tool and every design principle.
Simply fill in ideas where relevant. You should aim to jot down ideas for at least
six of the listed tools. You do not need to use complete sentences.
One idea may also apply to multiple design principles.
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Creative Matrix
Tools [Design Principle [Design Principle [Design Principle
1] 2] 3]
Task Unification
Multiplication
Division
Subtraction
Attribute
Dependency
Problem
Stories/UDPs
Alternate
Worlds
2 by 2
Frameworks
Brainstorming
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Optional: In the following space, describe any ideas that did not match the design
principles. You may also use this space to describe or paste any images that you wish
to include (e.g., a 2 by 2 framework or a chain of UDPs).
3. Iterating Through Function Follows Form
If you need to review Function Follows Form, refer to course page 3.2.3, titled
“The Principle of Function Follows Form.”
The SIT principle of Function Follows Form encourages you to consider the benefits of
your ideas first, and then their challenges.
1. Choose two of the ideas you listed in the previous exercise and identify their
benefits, advantages, or possible markets.
2. Then, identify any challenges related to desirability, feasibility, or viability. How
could you adapt these ideas to address the challenges you identified?
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4. Applying Design Heuristics
If you need to review design heuristics, refer to course pages 4.1.1, titled
“Anticipate Needs, Recognize Constraints, and Show Responsiveness”; 4.1.2,
“Match Mental Models, Reduce Complexity, and Prevent Errors”; and 4.1.3,
“Case Study: The PlayPump.”
Recall the six LUMA Institute design heuristics covered in this course:
1. Anticipate user needs
o Consider user needs from multiple perspectives, taking into account the
characteristics of possible user groups and the context of use, including
how, where, and when they will use the innovation.
2. Recognize constraints
o Consider the factors—such as time, money, capability, and routine—that
might constrain your target users in the context of the innovation.
3. Create responsive feedback
o Design the innovation to communicate status information clearly and
easily; provide the user with feedback about their impact on the system.
4. Match mental models
o Analyze an idea through the lens of how users process and understand
the world. Make sure it will be intuitive to users given their prior
experiences.
5. Minimize perceived complexity
o Make your idea as easy as possible to use and understand.
6. Prevent errors
o Analyze the idea for areas where someone might make a mistake and
work to prevent those mistakes. Provide opportunities for a graceful
recovery when errors do occur.
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Choose two ideas and apply one or more of these heuristics. What are the results?
5. Creating Personas and POV Statements
If you need to review user personas and POV statements, refer to course pages
4.2.2, titled “Developing Research-Based Personas: Segment A” and 4.2.3,
“Developing Research-Based Personas: Segment B.”
Recall that a persona is a research-based fictional composite that presents the goals
and behaviors of a particular group of users. It describes the group’s goals, their pain
points, and the design principles that would make solutions work for them.
1. Use the following template to create a persona for a group of users or
stakeholders in your innovation context.
Name of persona:
Goals:
Pain Points:
Design Principles:
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2. Use the following template to create a point of view (POV) statement for the
group you just identified.
[User] needs a way to [verb] because [insight].
6. Using the Fogg Model
If you need to review the Fogg model, refer to course pages 4.2.4, titled
“Improving Motivation and Ability: The Fogg Behavior Model” and 4.2.5, “Defining
Behavior Prompts and Creating a Cycle.”
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Although behavior change is not applicable to every innovation challenge, it is still
worthwhile to practice with the related tools. Even the stakeholders for a new business
model or strategy will have differing levels of motivation and ability.
For reference, the following are brief definitions of each of the three types of prompts in
the Fogg model:
Spark prompts increase motivation. They provide instructions aligned with
pleasure/pain, hope/fear, or acceptance/rejection.
Facilitator prompts increase the user’s ability to act. They provide instructions
while also making the behavior easier.
Signals are simply reminders to perform the action. When users are highly
motivated and highly able, you can simply instruct them to maintain the behavior.
Using the persona and POV statement you just developed, think of a desired behavior
and consider where users are relative to the action line in the Fogg Behavior Model.
Do you need to increase their motivation and ability to get them above the action
line?
How would you prompt them to engage in the behavior once they were willing to
perform it?
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Final Reflections
Reflect on the overall ideation process. Which ideas do you find the most promising,
and which tools helped you break cognitive fixedness?
Note: Remember to save this document as a PDF file before submitting in the
Assignments tab in the course platform.
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