INTUINOVARE

Design Thinking and observation

Traditionally, organizations use an approach guided by data to gain an understanding of the needs of its customers and it tells them where are customers and what they did, but not the “why”!

” While quantitative data is key and should be used, research by Abbie Griffin and John Hauser shows that if a designer goes out and gets to know the needs of twenty to thirty customers using one-on-one interviews, that information will provide about 90% of what you need to successfully shape and develop the right product.”

Observation has an extraordinary power to inspire and inform. Our capacity for observation can cause a set of visual stimuli that help us to produce more and better results, this is, it is translated into inspiration.

These results are often attributed to intuition which seems often establish a significant connection with innovation.

Our ability to visualize, our ability to recognize emotions and learn from them, together with our desire to speculate and consider alternatives are the primary factors to move from observation to creativity and innovation.

When people observe, they organize and make choices among the wide range of stimuli to which they are subject, particularly at the level of visual stimulus. The stimuli are then organized into a few patterns to make sense with the received data.

We’re accustomed to looking at the whole as being the image that we want to capture to subsequently incorporate as knowledge.

This is useful because they it allows a greater assimilation and facilitates answers, by elimination, when we are facing situations of adversity.

An understanding of how acquisition, translation and distribution of information is processed in individuals, can help deal with the adverse or favorable circumstances on the development of their work, especially when they are subject to internal and external stimuli to the organization where they are entered.

The external environment to a person or an organization has been defined as the environment that includes all events and/or variables in the world that has any effect on the activities or results of a person or organization.

The observation plans that we build , to identify this world, are replete with details that require attention and expertise.

“Design thinking is grounded in the concrete analytical work done in the observation phase. Deeply understanding stakeholder needs—the needs of customers, users, value chain partners, as well as internal corporate requirements—through observation or ethnographic research methods lays the groundwork for the design thinking cycle. Effective observation takes in not only use- and usability-based needs, but meaning-based needs as well.”

To improve our responsiveness, solving a problem, and face a high number of stimuli, we need to focus on a limited number, and ignore those who are considered less important.

We know that the activities of organs of the senses, are the result of effects of preceding stimulation, or past experience of the subject, as well as factors of attention, motivation, and emotional states of an individual and so when we see it is vital that we are aware of our weaknesses as observers.

The stimuli affect the perceived visual organization according to their proximity to each other, their similarity, the tendency for the subject to understand full numbers, as well as the subject’s ability to distinguish important figures of a plan.

It is important to exit out of the box to show the outside or behind the objects in the context in which we find ourselves.

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