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1
AN INTRODUCTION TO
HUMAN-CENTERED DESIGN
THE DESIGN PROCESS
DISCOVER
IDEATE
PROTOTYPE
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TABLE OF CONTENTS
WORKSHOP PREPARATION
For Class 1 Introduction Workshop
READINGS
01
02
03
04
An Overview of Human-Centered Design
Design Thinking for Social Innovation
Case Study: Clean Team
Optional Articles & Videos
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WORKSHOP PREPARATION
For Class 1 Introduction Workshop
CHOOSE A CLASS LEADER
This person will be responsible for reviewing the Class 1 Readings and
the Workshop Guide thoroughly before the workshop so that they can
lead the workshop discussion and activities.
GATHER SUPPLIES FOR CLASS 1 WORKSHOP
Here’s what you’ll need: notebook (or blank paper), pens, felt markers or
Sharpies, Post-its (or their equivalent) for each member of your team. READ REQUIRED CLASS 1 READINGS
WRITE DOWN THREE TAKEAWAYS TO DISCUSS WITH
YOUR TEAM
It can be a quick summary of your Class 1 readings, or some connections
you’ve made based upon your prior knowledge or experience, such as
surprises, excitement, confusion, curiosity, etc.
BRING PRINTED CLASS 1 WORKSHOP GUIDE
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READINGS
01 An Overview of
Human-Centered
Design
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WHAT IS
HUMAN-CENTERED
DESIGN?
Human-centered design is innovation inspired by people.
Human-centered design taps into
the creative abilities we all have,
that typically get overlooked by
more conventional problem-solving
practices. It relies on our ability to be
intuitive and to recognize patterns, to
construct ideas that are emotionally
meaningful as well as functional, and
to express ourselves through means
beyond words or symbols.
Human-centered design is a process
used across industries and sectors.
It’s inspired by behaviors rather than
demographics, takes place in natural
contexts versus controlled settings,
and relies on dynamic conversations
rather than scripted interviews.
Ultimately, it is a process that helps
teams transform difficult challenges
into desirable solutions—all through
design.
It’s Empathetic.
Human-centered design begins from a
deep understanding of the needs and
motivations of people—the parents,
neighbors, children, colleagues, and
strangers who make up a community.
It’s Collaborative.
Several great minds are always stronger
than just one. Human-centered design
benefits greatly from the views of
multiple perspectives, and others’
creativity bolstering your own.
It’s Optimistic.
Human-centered design is the
fundamental belief that we can all
create change—no matter how big a
problem, how little time, or how small a
budget. No matter what constraints exist
around you, designing can be a powerful
process.
It’s Experimental.
Expecting perfection makes it hard to
take risks and limits the possibilities
to create more radical change.
Human-centered design is all about
experimenting and learning by doing. It
gives you the confidence to believe that
new, better things are possible and that
you can help make them a reality.
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WHAT CAN I USE
HUMAN-CENTERED
DESIGN FOR?
You can use human-centered design to approach any challenge.
PRODUCTS
When people think of design, they
often first think about expensive,
stylish products. But thoughtful
product design is just as important
in social innovation. Not only are all
people deserving of well-designed
products, but challenges that arise
when there are limited resources,
services, or infrastructure require
new approaches and elegant
solutions.
SPACES
Physical environments give people
signals about how to behave and
influence how they feel. By rethinking
the design of hospitals, classrooms,
public transportation, banks,
libraries, and more, we can create
new experiences and interaction
in these spaces. Human-centered
design can help make the emotional
parts of a space as important as the
functional.
SERVICES
For a service to be effective, it needs
to be considered from end-to-end:
from how it’s advertised to how it’s
delivered. For a service to have the
desired impact, it’s essential to gain a
deep understanding of the people you
will be serving—not only what they
need and desire, but what limitations
they face, what motivates them, and
what’s important to them.
SYSTEMS
Designing systems is about balancing
the complexity of many different
stakeholder needs with the needs of
the social enterprise. For example,
if your were designing a new type
of school, there are the needs of the
students, parents, staff and faculty,
community, and perhaps investors.
System design often involves setting
high-level strategy such as stating
visions, priorities, policies, and key
communications around these ideas.
How might we design a cookstove
that reduces the amount of smoke
inhaled by the user?
How might we design hospital
waiting rooms to mitigate the
transmission of airborne diseases?
How might we design a water
delivery service providing clean
drinking water along with health and
nutrition products?
How might we redesign the school
lunch program for an entire city while
providing for differences in individual
schools?
How might we build an irrigation
pump that can run without the
electricity grid?
How might we redesign the common
areas of a community housing
structure to encourage connecting
and cooperating among neighbors?
How might we design a toilet for
families living in areas with no
sanitation infrastructure?
How might we make the space inside
a bank less intimidating for first-time
savers signing up for a new account?
How might we design new services
engaging low-income parents in afterschool education for their children?
How might we design a sustainable
business model for a pit latrine
emptying service?
How might we design a system
linking social entrepreneurs from
around the world?
How might we redesign a banking
system for low-income citizens who
have limited knowledge of banks?
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THE DESIGN
PROCESS
The human-centered design process has three phases.
And each of these phases moves between the tangible and the abstract. The Discover
phase starts by getting out into the world and learning from people. The Ideate phase
is about narrowing down what you’ve learned, and translating those learnings into
themes and patterns. This is followed by the Prototype phase, where you will rapidly
evolve your ideas into tangible designs based upon real feedback.
DISCOVER
IDEATE
PROTOTYPE
I have a challenge.
How do I approach it?
Who do I talk to?
I learned something.
How do I interpret it?
I have an idea.
How do I build and refine it?
abstract
abstract
tangible
tangible
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IF YOU ONLY REMEMBER
A FEW THINGS…
You are a designer.
Be comfortable not knowing.
If you’re thinking tangibly and strategically
about a new solution, you’re designing.
Let yourself learn.
Listen to people and find inspiration in their
needs.
Be willing to experiment. Take risks.
Be okay with not having the “right”
answer. Trust that you’ll find one.
Be confident in your own intuition and
creativity.
Get out there.
Step out of your comfort zone.
Learn from the world.
Be open to the new.
Be optimistic.
See problems as opportunities.
Start with, “What if?” instead of “What’s wrong?”
Believe the future will be better.
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READINGS
02 Design Thinking for
Social Innovation
Article originally appeared in:
Stanford Social Innovation Review 8, no. 1 (Winter 2010).
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Winter 2010 STANFORD SOCIAL INNOVATION REVIEW
#!
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+ACUMEN
HCD WORKSHOP
15
READINGS
03 Case Study:
Clean Team
+ACUMEN
HCD WORKSHOP
16
CLEAN TEAM
A HUMAN-CENTERED APPROACH TO ONE OF THE
WORLD’S TOUGHEST CHALLENGES
Unilever, a multinational maker of consumer products, and Water and Sanitation for the Urban
Poor (WSUP), a nonprofit working to improve access to safe, affordable water and sanitation,
were looking for a suitable toilet and waste collection service to provide a complete in-home
sanitation solution. They engaged IDEO.org to help them determine the best approach for
developing the new products and services.
Some 1 billion city dwellers worldwide lack
adequate sanitation facilities in their homes. In
Kumasi, Ghana, a city of 2.5 million people, less
than 20 percent of the population has in-home
sanitation. Many people walk long distances
to public toilets; others resort to “flying toilets”
(plastic bags tossed outside after use).
The IDEO.org team started by spending time
with families in Kumasi to learn about their
sanitation needs and aspirations. IDEO.org
team member, Danny Alexander recalls, “The
hardest—but most fascinating—part of working
in sanitation is the taboo surrounding the
subject. Often it’s impossible to ask questions
directly, and instead we had to be creative,
asking questions about people’s neighbors,
friends, etc.” The team also relied on humancentred design tools like inspiration cards and
shadowing to gain insights.
“During the Ideate phase of the process, it was
necessary to model not only what the physical
product might look like, but what different
service models might look like from a logistics
and business perspective.”
The IDEO.org design team returned to Kumasi
to test four toilet prototypes. “One of our
concepts going into prototyping was a water-
+ACUMEN
HCD WORKSHOP
17
flush toilet, similar to a high-end camping
toilet. It had been the clear favorite in the
drawings we shared earlier in the process.
When we brought prototypes to the field,
though, we realized very quickly that waterflush toilets would do more harm than good.”
After leaving water-flush and nonflush toilet
prototypes in users’ homes for a few nights,
the team returned to check on the toilets. “All
the water-flush toilets had overflowed—what a
disaster!” Between that, the complexity of use,
the lower capacity of the tank, and the need to
use expensive water to flush their waste, users
of water-flush toilets unanimously rejected
them. “Everyone wanted the simplicity of
nonflush toilets. Had we not physically tested
the toilet prototypes with users, though, we
would have thought water-flush toilets were
the answer!”
When a clear winner emerged—the Uniloo
toilet—an initial pilot trial was conducted with
approximately 60 households in 2011. The
pilot showed that low-income householders in
Kumasi liked the Uniloo toilets and were willing
and able to pay for the service, which was much
less expensive than the cost for public toilet
use for a family of five.
By the end of 2012, Clean Team was servicing
106 households and had begun production
of 1,000 new Uniloo toilets. In January 2013,
a container load of 384 Uniloo toilets arrived
in Kumasi. Clean Team aims to service 1,000
households in 2013 and 10,000 households by
2014.
Danny reflects on one of the unexpected
challenges of taking the human-centered
design process to Kumasi: “Even though
we had the buy-in of some local community
members, we felt unwelcome at times. And
it wasn’t until we were introduced to, and
received the blessing of, a local chief, that we
were able to truly integrate ourselves in the
community. We learned then the importance
of the local chiefdoms in Ghana.”
If you’re curious to learn more about the Clean
Team project, you can read about it on the
IDEO.org website at http://bit.ly/SF0YAF and
you can download WSUP’s Practice Note,
“Clean Team, a Human-Centered Approach to
Sanitation: Initial Trials in Ghana,” November,
2011: http://bit.ly/166Jo9R. You can also visit:
www.cleanteamtoilets.com
+ACUMEN
HCD WORKSHOP
18
The Clean Team experience
model: how the service
works and its key elements.
+ACUMEN
HCD WORKSHOP
19
READINGS
04 Optional Articles
& Videos
Read
Human-Centered Design in Action
IDEO.org and the Community Action Project (CAP) worked together to design
new offerings in support of CAP’s mission to break the cycle of intergenerational
poverty in Tulsa, Oklahoma. Learn more: http://bit.ly/1bEIyEh
IDEO.org designed a scalable business in Kenya selling water alongside hygiene
and nutrition products. Learn more: http://bit.ly/WSUPandIDEOorg
Watch
IDEO CEO Tim Brown’s TED Talk
www.ted.com/talks/tim_brown_on_creativity_and_play.html
Download
HCD Toolkit page 2—13
http://www.hcdconnect.org/toolkit/en/download
The Stanford d.school Bootcamp Bootleg
http://stanford.io/ipaPIa
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