2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Module 1: Basics of Design Thinking

Complete Study Notes

Table of Contents

1. Definition of Design Thinking

2. Need for Design Thinking

3. History of Design Thinking

4. Concepts & Brainstorming

5. 2X2 Matrix

6. 6-3-5 Method

7. NABC Method

[Link] 1/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

1. Definition of Design Thinking

Design Thinking is a human-centered, iterative problem-solving approach that focuses on

understanding users' needs and creating innovative solutions. It's not just about making things
look good—it's a methodology for tackling complex problems by putting people first.

Key Characteristics:

User-Centric: Everything starts with understanding the people you're designing for

Collaborative: Brings together diverse teams to generate ideas

Iterative: Involves repeated cycles of testing and refinement

Action-Oriented: Emphasizes prototyping and experimentation over endless planning

Optimistic: Believes that everyone can contribute to positive change

Think of Design Thinking as a toolkit that helps you approach problems like a designer would—
with empathy, creativity, and a willingness to experiment. It's widely used in business, education,
healthcare, and social innovation.

The Five Stages of Design Thinking:

1. Empathize: Understand your users deeply

2. Define: Clearly articulate the problem you're solving

3. Ideate: Generate a wide range of creative solutions

4. Prototype: Build quick, low-cost versions of your ideas

5. Test: Get feedback and refine your solutions

[Link] 2/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

2. Need for Design Thinking

In today's rapidly changing world, traditional problem-solving methods often fall short. Here's why
Design Thinking has become essential:

Why We Need Design Thinking:

1. Complexity of Modern Problems

Today's challenges are interconnected and multifaceted

Linear, one-size-fits-all solutions rarely work anymore

We need flexible approaches that can adapt to uncertainty

2. User Expectations Have Changed

Consumers expect personalized, intuitive experiences

Generic products and services don't cut it anymore

Understanding user needs is critical for success

3. Innovation is Non-Negotiable

Markets are saturated with similar products

Companies must differentiate through innovation

Design Thinking provides a structured way to innovate

4. Bridging the Gap Between Disciplines

Modern problems require insights from multiple fields

Design Thinking creates a common language for diverse teams

Breaks down silos between departments and specializations

[Link] 3/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

5. Reducing Risk and Waste

Prototyping and testing early prevents costly mistakes

Learn what doesn't work before investing heavily

Iterate based on real feedback, not assumptions

6. Creating Meaningful Solutions

Technology alone doesn't solve problems—it needs to meet real needs

Design Thinking ensures solutions are both feasible and desirable

Focuses on creating value for actual humans, not just theoretical users

Real-World Applications:

Business: Developing new products, improving customer experience

Healthcare: Redesigning patient care processes, medical device innovation

Education: Creating engaging learning experiences, curriculum design

Social Sector: Addressing poverty, environmental challenges, community issues

Technology: User interface design, software development, AI applications

[Link] 4/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

3. History of Design Thinking

Design Thinking didn't emerge overnight—it evolved through decades of practice, research, and
refinement.

Early Foundations (1960s-1970s)

Herbert Simon (1969)

Published "The Sciences of the Artificial"

Described design as a way of thinking distinct from scientific thinking

Proposed that everyone designs who devises courses of action to change existing situations

Robert McKim (1973)

Wrote "Experiences in Visual Thinking"

Explored how visual thinking aids problem-solving

Influenced early design education at Stanford

Formalization (1980s-1990s)

Rolf Faste (1980s)

Professor at Stanford University

Expanded McKim's work and coined aspects of Design Thinking methodology

Emphasized human values in design education

Built foundations for what would become the [Link]

[Link] 5/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

IDEO and David Kelley (1991)

David Kelley founded IDEO, a design consultancy

Applied design principles to business challenges

Demonstrated that design thinking could solve complex organizational problems

Made design thinking accessible beyond traditional design fields

Peter Rowe (1987)

Published "Design Thinking," one of the first books with this title

Analyzed how architects and planners approach problems

Contributed academic rigor to the field

Mainstream Adoption (2000s-2010s)

Stanford [Link] (2005)

David Kelley and others established the Hasso Plattner Institute of Design

Created structured curriculum around Design Thinking

Made the methodology teachable and scalable

Trained thousands of students from various disciplines

Tim Brown and IDEO (2008)

Tim Brown published "Design Thinking" in Harvard Business Review

Brought Design Thinking to business leaders worldwide

Emphasized its application beyond product design to strategy and organizational change

Roger Martin (2009)

Published "The Design of Business"

Connected Design Thinking to business strategy

Advocated for balancing analytical thinking with intuitive thinking

[Link] 6/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Contemporary Era (2010s-Present)

Design Thinking has now become:

A standard approach in innovation consulting

Part of business school curricula worldwide

Adopted by major corporations (Apple, Google, Nike, Airbnb)

Applied to social innovation and public sector challenges

Integrated with other methodologies like Lean Startup and Agile

Key Insight: Design Thinking evolved from a way designers work into a universal problem-
solving approach. It democratized design by showing that anyone can use design principles,
regardless of their background.

[Link] 7/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

4. Concepts & Brainstorming

Brainstorming is the creative engine of Design Thinking. It's where diverse ideas collide and
innovative solutions emerge.

What is Brainstorming?

Brainstorming is a group creativity technique designed to generate a large number of ideas for
solving a problem. The goal is quantity over quality initially—wild ideas are welcome, and judgment
is suspended.

Core Principles of Effective Brainstorming:

1. Defer Judgment

No criticism during idea generation

Every idea has value, even seemingly ridiculous ones

Evaluation comes later—first, just generate

2. Encourage Wild Ideas

Outlandish ideas can lead to breakthrough thinking

It's easier to tame a wild idea than to invigorate a boring one

Wild ideas spark creativity in others

3. Build on the Ideas of Others

Use "Yes, and..." instead of "Yes, but..."

Combine ideas to create something new

Collaboration amplifies creativity

[Link] 8/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

4. Stay Focused on the Topic

Keep the problem statement visible

Gently redirect tangents

Time-box sessions to maintain energy

5. One Conversation at a Time

Everyone participates and listens

Allows introverts to contribute

Prevents dominant voices from taking over

6. Be Visual

Sketch ideas, don't just talk

Use sticky notes, whiteboards, drawings

Visual thinking makes abstract ideas concrete

7. Go for Quantity

Aim for 50-100 ideas in a session

Volume increases the chances of finding great solutions

Sets ambitious energy and pace

[Link] 9/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Types of Brainstorming Techniques:

Classic Brainstorming: Group sits together and calls out ideas; facilitator captures everything
on a board; fast-paced and energetic

Brainwriting: Participants write ideas silently on paper or sticky notes; useful for introverts or
remote teams; reduces groupthink

Mind Mapping: Start with central problem in the middle; branch out with related ideas and
sub-ideas; visual structure shows connections

Reverse Brainstorming: Instead of solving the problem, think of ways to cause it; then reverse
those ideas to find solutions; useful when stuck in conventional thinking

SCAMPER Method: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate,
Reverse; systematic way to think about existing solutions differently

Role Storming: Participants adopt different personas; think from perspectives of users,
competitors, celebrities; breaks habitual thinking patterns

Setting Up a Successful Brainstorming Session:

Preparation:

Clearly define the problem or challenge

Invite diverse participants (6-8 people is ideal)

Gather materials: sticky notes, markers, whiteboards

Set a time limit (45-60 minutes works well)

Choose a neutral, comfortable space

During the Session:

Start with a warm-up exercise to get creative juices flowing

Review the rules and problem statement

Generate ideas rapidly without discussion

Encourage participation from everyone

Capture all ideas visibly

[Link] 10/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

After the Session:

Group similar ideas into themes

Discuss and evaluate the most promising concepts

Select ideas to prototype and test

Document the process and outcomes

Common Pitfalls to Avoid:

The Boss Effect: Senior people dominating the conversation

Production Blocking: Waiting for your turn to speak kills momentum

Social Loafing: Some people coast on others' contributions

Premature Evaluation: Shooting down ideas too early

Groupthink: Conforming to the majority opinion

Key Takeaway: Great brainstorming creates a safe space where creativity flourishes. It's not
just about having the right process—it's about building the right culture where people feel
empowered to share bold ideas.

[Link] 11/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

5. 2X2 Matrix

The 2X2 Matrix is a simple but powerful tool for organizing ideas, making decisions, and prioritizing
options. It helps bring clarity to complexity by plotting ideas against two important dimensions.

What is a 2X2 Matrix?

A 2X2 Matrix divides a square into four quadrants using two axes (horizontal and vertical), each
representing a different criterion. By placing items in the appropriate quadrant, you can quickly see
patterns and make strategic decisions.

How to Create a 2X2 Matrix:

Step 1: Choose Your Axes

Select two dimensions that are relevant to your decision. These should be:

Independent of each other

Important to your problem

Measurable or comparable (even qualitatively)

Step 2: Define the Extremes

Each axis goes from low to high:

Low ←→ High

Less ←→ More

Step 3: Plot Your Ideas

Place each idea, option, or item in the quadrant that best represents where it falls on both
dimensions.

Step 4: Analyze and Act

Look at the distribution and what it tells you. Usually, one quadrant represents the "sweet spot."

[Link] 12/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Common 2X2 Matrix Examples:

1. Impact vs. Effort Matrix (Priority Matrix)

X-axis: Effort Required (Low → High)

Y-axis: Impact/Value (Low → High)

Quadrants:

High Impact, Low Effort: Quick wins—do these first!

High Impact, High Effort: Major projects—plan carefully and commit

Low Impact, Low Effort: Fill-ins—do when you have spare time

Low Impact, High Effort: Time wasters—avoid or reconsider

2. Importance vs. Urgency Matrix (Eisenhower Matrix)

X-axis: Urgency (Low → High)

Y-axis: Importance (Low → High)

Quadrants:

Important & Urgent: Crisis—do immediately

Important & Not Urgent: Strategic—schedule and focus here

Not Important & Urgent: Interruptions—delegate if possible

Not Important & Not Urgent: Distractions—eliminate

3. Desirability vs. Feasibility Matrix

X-axis: Feasibility (Low → High)

Y-axis: Desirability (Low → High)

Quadrants:

[Link] 13/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

High Desirability, High Feasibility: Perfect—pursue these ideas

High Desirability, Low Feasibility: Aspirational—explore if breakthrough possible

Low Desirability, High Feasibility: Easy but pointless—probably skip

Low Desirability, Low Feasibility: Avoid entirely

4. Risk vs. Reward Matrix

X-axis: Risk (Low → High)

Y-axis: Reward (Low → High)

Quadrants:

High Reward, Low Risk: Ideal investments

High Reward, High Risk: Calculated bets—proceed with caution

Low Reward, Low Risk: Safe but limited value

Low Reward, High Risk: Poor choices—avoid

Benefits of the 2X2 Matrix:

1. Visual Clarity

Transforms complex decisions into simple visuals

Easy to understand at a glance

Facilitates discussion and alignment

2. Prioritization

Helps identify what to focus on first

Makes trade-offs explicit

Reduces analysis paralysis

[Link] 14/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

3. Team Alignment

Creates shared understanding

Reveals different perspectives when team members disagree on placement

Builds consensus through discussion

4. Simplicity

Requires no special tools—just pen and paper

Quick to create and iterate

Accessible to everyone

Tips for Using 2X2 Matrices Effectively:

Do's:

Choose dimensions that truly matter to your decision

Use with your team, not in isolation

Discuss items near quadrant boundaries

Revisit and update as circumstances change

Combine with other tools for deeper analysis

Don'ts:

Don't force every decision into a 2X2—some problems need more nuance

Don't let it replace deeper analysis when needed

Don't ignore items in "unfavorable" quadrants without discussion

Don't assume precise placement—approximate is fine

Example Application:

Imagine you're deciding which features to include in a new app:

[Link] 15/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Feature Ideas: User profiles, Push notifications, Dark mode, Social sharing, In-app chat,
Advanced analytics, Multi-language support

Matrix: Impact on Users vs. Development Time

After plotting:

High Impact, Low Time: Push notifications, Dark mode → Build immediately

High Impact, High Time: User profiles, In-app chat → Plan for next phase

Low Impact, Low Time: Social sharing → Nice to have, add if time permits

Low Impact, High Time: Advanced analytics → Deprioritize for now

This simple visualization helps the team focus their limited resources on what matters most.

[Link] 16/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

6. 6-3-5 Method

The 6-3-5 Method is a structured brainstorming technique that generates 108 ideas in just 30
minutes. It's particularly useful for teams and helps ensure everyone contributes equally.

What is the 6-3-5 Method?

The name comes from its structure:

6 people participate

Each person creates 3 ideas

The paper is passed 5 times

How the 6-3-5 Method Works:

Setup (5 minutes):

1. Gather 6 participants around a table

2. Clearly state the problem or challenge

3. Give each person a worksheet divided into 6 rows and 3 columns

4. Provide pens and set a timer

The Process (30 minutes):

Round 1 (5 minutes):

Each person writes 3 ideas in the first row of their worksheet

Ideas can be words, sketches, or both

Timer keeps everyone moving at the same pace

Round 2 (5 minutes):

[Link] 17/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Pass the worksheet to the person on your right

Read the 3 ideas in the first row

In the second row, write 3 new ideas inspired by or building on the first row

Ideas should develop, combine, or extend the previous ones

Rounds 3-6 (20 minutes):

Continue passing and building

Each person adds 3 ideas based on what came before

By round 6, every sheet has contributions from all 6 people

Result: 6 people × 3 ideas × 6 rounds = 108 ideas in 30 minutes!

Advantages of the 6-3-5 Method:

1. Equal Participation

Everyone contributes the same amount

Prevents dominant personalities from taking over

Introverts can participate comfortably

2. Build on Ideas

Later rounds develop and refine earlier concepts

Combines perspectives from multiple people

Creates unexpected combinations

3. Silent and Focused

No crosstalk or interruptions

People can think deeply

Reduces social anxiety about speaking up

[Link] 18/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

4. Time-Efficient

Generates many ideas quickly

Structured timing keeps momentum

No endless discussions

5. Documented Automatically

Everything is written down as you go

Easy to review and analyze later

Tracks the evolution of ideas

Variations and Adaptations:

Different Group Sizes:

Fewer than 6 people? Just pass more rounds (4 people × 5 passes = 60 ideas)

More than 6 people? Split into multiple groups

Adjust Timing:

Complex problems: Give 7-10 minutes per round

Simple challenges: Reduce to 3 minutes per round

Digital Version:

Use shared documents or collaborative tools like Miro, Mural, or Google Sheets

Works well for remote teams

Can include images and links

Hybrid Approach:

Start with 6-3-5 to generate ideas

Follow with group discussion to evaluate and select the best ones

[Link] 19/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

When to Use the 6-3-5 Method:

Ideal For:

Teams that need structured creativity

When you want equal participation

Time-constrained brainstorming

Remote or distributed teams (using digital tools)

Following up on an initial brainstorm to develop ideas further

Not Ideal For:

Very complex problems requiring deep discussion

When immediate dialogue is important

Groups with language or literacy barriers

Situations requiring spontaneous interaction

Example Application:

Challenge: How can we make our office more environmentally friendly?

Round 1 (Original Ideas):

Person 1: Recycling bins, LED lights, Paperless meetings

Person 2: Plants in office, Bike parking, Reusable cups

Round 2 (Building On):

Person 2 receives Person 1's sheet: Color-coded recycling, Motion-sensor lights, Digital
signatures

Person 3 receives Person 2's sheet: Green wall installation, Bike-sharing program,
Composting system

[Link] 20/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

By Round 6: Each sheet has evolved from simple ideas to comprehensive, multi-layered
solutions combining insights from all participants.

Tips for Success:

Before the Session:

Frame a clear, specific problem statement

Make sure everyone understands the format

Prepare materials in advance

During the Session:

Enforce strict timing—don't let rounds drag

Encourage sketching, not just writing

Remind people to build on previous ideas, not just add unrelated ones

After the Session:

Review all 6 sheets as a group

Identify the most promising ideas

Cluster similar concepts

Vote or use a 2X2 matrix to prioritize

Key Takeaway: The 6-3-5 Method transforms brainstorming from chaotic shouting matches
into organized, inclusive idea generation. It's proof that structure can actually enhance
creativity rather than limit it.

[Link] 21/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

7. NABC Method

The NABC Method is a structured framework for developing and pitching ideas. Developed at
Stanford Research Institute (SRI International), it ensures that innovations address real needs and
create genuine value.

What is NABC?

NABC stands for:

Need

Approach

Benefit

Competition

It's a way to articulate ideas clearly and persuasively, ensuring you've thought through all critical
aspects of your solution.

The Four Components:

N - Need

What is the problem or opportunity?

Start by clearly defining whose need you're addressing and what that need is. This should be:

Specific: Not vague or general

Important: Worth solving

Validated: Based on real evidence, not assumptions

Questions to Answer:

[Link] 22/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Who has this need?

What exactly is the problem they face?

How significant is this need?

What happens if this need isn't met?

What evidence do you have that this need exists?

Example: "Small business owners struggle to manage their social media presence across
multiple platforms. They lack time and expertise, leading to inconsistent posting and missed
engagement opportunities. 67% of small businesses report that social media management
takes 10+ hours per week, time they could spend on core business activities."

Why Start with Need:

Solutions without real needs fail

Helps you empathize with users

Provides focus and direction

Makes your pitch compelling from the start

A - Approach

What is your solution?

Describe your unique approach to meeting the need. This is where you explain your idea, product,
or service.

Questions to Answer:

What exactly are you proposing?

How does it work?

What makes your approach unique or innovative?

What are the key features or components?

Why is this approach appropriate for the need?

[Link] 23/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Example: "We've developed an AI-powered social media assistant that automatically

generates, schedules, and publishes content across all major platforms. The system learns
from your business data, analyzes successful posts in your industry, and creates on-brand
content. It requires just 30 minutes of setup and minimal weekly oversight."

Tips for Describing Your Approach:

Be specific but concise

Focus on what's innovative or different

Explain how it addresses the need directly

Use language your audience understands (avoid jargon)

Include how it works at a high level

B - Benefit

What value does your solution deliver?

Benefits go beyond features—they describe the positive outcomes and value for users. This section
answers "So what?" and "Why should I care?"

Types of Benefits:

Quantifiable: Measurable improvements (save time, reduce costs, increase revenue)

Qualitative: Emotional or experiential improvements (reduce stress, increase confidence)

Direct: Immediate value to the user

Indirect: Secondary benefits or broader impact

Questions to Answer:

What specific results will users see?

How much better off will they be?

What are the short-term and long-term benefits?

Can you quantify the benefit?

What's the return on investment?

[Link] 24/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Example: "Business owners save an average of 8 hours per week on social media
management, allowing them to focus on revenue-generating activities. Our clients see a
45% increase in social media engagement and a 30% improvement in brand consistency.
The platform pays for itself within the first month through time savings alone, valued at
$2,000+ monthly for the average user."

Tips for Articulating Benefits:

Use numbers and data when possible

Connect benefits directly to the need

Consider multiple stakeholder perspectives

Be realistic—don't overpromise

Distinguish between features and benefits

C - Competition

How are you different from alternatives?

Every idea exists in a competitive landscape. Even if there's no direct competitor, there are always
alternatives—including doing nothing.

Questions to Answer:

Who else is trying to solve this problem?

What alternatives exist (direct competitors, indirect solutions, status quo)?

What makes your approach better or different?

Why would someone choose your solution over alternatives?

What's your sustainable competitive advantage?

Example: "Unlike generic social media scheduling tools (Hootsuite, Buffer) that simply post
pre-written content, our AI creates original content tailored to each business. Compared to
hiring a social media manager ($3,000-5,000/month), our solution costs $199/month and

[Link] 25/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

works 24/7. We combine the creativity of human experts with the consistency of automation
at a fraction of the cost."

Types of Competition to Consider:

Direct competitors: Other products/services solving the same problem the same way

Indirect competitors: Different solutions to the same problem

Status quo: People doing nothing or using current methods

Substitute products: Different problems that compete for the same budget/time

Tips for Addressing Competition:

Be honest—don't claim there's no competition

Differentiate clearly without attacking competitors

Focus on your unique strengths

Consider non-obvious alternatives (like doing nothing)

Show you understand the market

Using NABC Together:

The power of NABC is in the complete story it creates. Each element builds on the previous one:

Need → Establishes importance and relevance

Approach → Shows you have a viable solution
Benefit → Demonstrates concrete value
Competition → Proves you're the best choice

NABC in Practice:

1. Developing Ideas:

Use NABC as a checklist when creating new solutions:

[Link] 26/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Have you clearly identified the need?

Is your approach well-defined?

Can you articulate specific benefits?

Do you know your competitive position?

2. Pitching Ideas:

Structure presentations using NABC:

Hook with Need: Start with the problem to grab attention

Present Approach: Show your innovative solution

Highlight Benefits: Make the value crystal clear

Address Competition: Build confidence that you're the right choice

3. Evaluating Ideas:

When reviewing proposals, ask:

Is the need real and important?

Is the approach feasible and innovative?

Are the benefits compelling and realistic?

Is the competitive advantage sustainable?

4. Iterating on Ideas:

Use NABC to identify gaps:

Weak need? Do more user research

Unclear approach? Develop your concept further

Vague benefits? Quantify and specify

Uncompetitive? Find your differentiation

[Link] 27/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Common Mistakes to Avoid:

1. Jumping to Approach Without Establishing Need - Don't fall in love with your solution
before understanding the problem; weak needs lead to solutions nobody wants

2. Confusing Features with Benefits - Features are what it does; benefits are why it matters;
always connect features to user value

3. Ignoring Competition - Saying "we have no competition" signals naivety; every idea
competes against something, even if it's the status quo

4. Vague or Unsupported Claims - "Revolutionary," "game-changing," "innovative" without

evidence; use specific data and examples

5. Imbalanced Pitches - Spending too much time on Approach and neglecting Benefits, or
focusing only on Need without explaining your solution

Key Takeaway: NABC is more than a pitching framework—it's a thinking tool. By forcing
yourself to clearly articulate Need, Approach, Benefit, and Competition, you ensure your
ideas are grounded in reality and positioned for success. Whether you're presenting to
investors, convincing stakeholders, or simply developing your own ideas, NABC keeps you
focused on what truly matters.

[Link] 28/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Summary: Key Takeaways from Module 1

Design Thinking is a human-centered approach to innovation that puts empathy and

experimentation at the core of problem-solving.

Why it matters: Traditional methods struggle with complexity and user expectations. Design
Thinking provides a flexible, iterative framework that reduces risk and creates meaningful
solutions.

Historical evolution: From academic theory in the 1960s to mainstream business practice
today, Design Thinking has proven its value across industries.

Brainstorming: The creative heart of Design Thinking, effective brainstorming requires the
right environment, diverse perspectives, and a commitment to quantity and wild ideas.

2X2 Matrix: A simple prioritization tool that brings visual clarity to complex decisions by
plotting options against two key dimensions.

6-3-5 Method: A structured brainstorming technique that generates 108 ideas in 30 minutes
through silent, collaborative iteration.

NABC Method: A comprehensive framework for developing and pitching ideas by addressing
Need, Approach, Benefit, and Competition.

Study Tips:

1. Practice these methods: Don't just memorize—try them with real problems

2. Think in examples: Connect each concept to situations you've experienced

3. Draw diagrams: Visual memory helps—sketch the 2X2 matrices and 6-3-5 worksheets

4. Teach someone else: Explaining these concepts to a friend solidifies understanding

5. Look for real-world applications: Notice when companies or organizations use these
approaches

[Link] 29/30
2/2/26, 4:35 PM Module 1: Design Thinking Study Notes

Review Questions to Test Yourself:

1. What are the five stages of Design Thinking, and what happens in each?

2. Why is Design Thinking particularly relevant in today's world?

3. Who were the key figures in developing Design Thinking, and what did each contribute?

4. What are the seven core principles of effective brainstorming?

5. Create a 2X2 matrix for a decision you're currently facing.

6. How would you set up and run a 6-3-5 session with your team?

7. Develop an NABC pitch for an idea you have (any idea—big or small).

8. How do the 2X2 Matrix, 6-3-5 Method, and NABC Method complement each other in the
design process?

End of Module 1 Study Notes

Remember: Design Thinking is about doing, not just knowing. The best way to master these concepts
is to apply them to real challenges. Start small, experiment often, and learn from each iteration.

[Link] 30/30