It has been extensively covered but it always bears repeating: the focus of design thinking is the user. The first step of the five-part workflow is to Empathize with the user and gather as much information about them as you can. Once interviews have been conducted and insights, thoughts, experiences, and observations have been recorded it’s time to piece the information into a problem definition.
The Define phase is an integral part of the design thinking process. In the Define stage, you analyze all the information you have gathered and synthesize it. Both steps are, according to IDEO CEO Tim Brown, “equally important and each play an essential role in the process of creating options and making choices”. Analysis breaks down complex concepts into small, easy to manage facts. Synthesis pieces those facts together to create whole ideas. These whole ideas can be shaped into problem statements.
The Define stage is maybe the most challenging part of the Design Thinking process
A meaningful and actionable problem statement will guide your team’s work and help kick start the Ideation process. Problem statements are used to measure how well a solution works. A good problem statement will have the following traits:
Human centered: The problem statement should be about the people it is trying to help.
Broad enough for creative freedom: The problem statement shouldn’t focus too heavily on a specific solution.
Narrow enough to make it manageable: The problem statement should have sufficient constraints to make the project manageable.
The goal is to have your problem statement be action oriented; you want to inspire your team into brainstorming solutions.
The best problem statements are short and sweet, clearly stating who has the problem, what the problem is and if there is a cause. Problem statements usually follow a format such as:
_________ is a challenge for _________ because _________________.
For example, a few weeks back I analyzed an episode of Undercover Boss and created an empathy map for CEO of Lucky Strike Lanes Steven Foster and his Houston franchises’ control desk manager Jermaine. Taking the analysis from the empathy maps, we can create problem statements from the information gathered.
Problem Statement 1
Delivering the company’s intended experience is a challenge for Steven because he doesn’t understand the basic mechanics of running a restaurant or bowling alley.
At the top of the show, Steven explains how he used to own a roller disco and wanted to continue opening establishments with a similar aura. He says that his goal is create a carefree environment where people can release their stress and forget their problems. What he doesn’t realize is that to make that happen, his employees need the proper support and accommodations. Both bars and bowling alleys can be stressful environments and when an employee is left feeling overwhelmed, a customer can be stuck waiting on their order or their lane to be fixed, effectively killing the carefree mood.
Problem Statement 2
Keeping his franchises consistent is a challenge for Steven because different locations require different environments.
Again, before going undercover, Steven expressed his desire to provide a consistent experience across all his franchises. He soon learns that the environment of his Manhattan and Los Angeles charters are very different than the one in West Nyack, NY. While the general experience can be the same at every Lucky Strike, Steven realizes that the context of the location is very important.
Problem Statement 3
Dealing with the loss of his mother is a challenge for Steven because he feels he owes all his success to his parents.
Steven explains throughout the show that he recently lost his mother and he’s been having a hard time coping with it. In a surprisingly tender scene, he listens to a voicemail his mom left him alone in his hotel room. He reveals that his parents used their home as collateral to get Lucky Strike off the ground. He feels that his owes it to his parents to be as successful as possible and sees any possible failure as letting them down.
Problem Statement 4
Delivering the best customer service is a challenge for Jermaine because of the software he must work with is limited.
Jermaine, control desk manager, explains to Steven that he feels overwhelmed working the control desk and simultaneously taking and preparing reservations because both tasks are logged on their own separate system. Having to work between two machines leaves Jermaine with little time to truly engage with customers. He tries to the best of his abilities, but he is only able to do so much.
Problem Statement 5
Pursuing what he is truly passionate about is a challenge for Jermaine because he must put his son’s needs before his.
After bonding with Steven over the loss of a family member, Jermaine reveals he also has a son with disabilities who is his top priority. Jermaine had originally been a graphic designer and was considering going back to school for computer programming, but money was an issue, and he needed a steady income for his son. He isn’t sacrificing his dreams, which is clear in the way he tries to work his talents into his control desk job, but he understands the reality of his priorities.
Problems aren’t always marked with big red flags, and it can take a bit of digging to fully understand the situation. Additionally, analysis and synthesis can be applied consecutively throughout all stages of design thinking. But it’s important to lay the groundwork of your design plan. Problem statements create a sense of possibility and spark creativity that leads your team straight into the Ideation phase.
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