Section 2.1 Empathize: Understanding Users

As a product manager collaborating with engineers and designers, comprehending user needs is fundamental to our role. Numerous methods exist for conducting user research.

To begin with, the research should be conducted openly, embracing a mindset of curiosity and respect, which can be challenging. Early in my career, I often judged customer feedback too harshly, questioning why they struggled with what seemed like simple UI choices.

Below are some effective user research methods:

• User Persona: A fictional representation crafted from extensive user research, helping the team focus on who they are designing for.
• Customer Journey Mapping: This method involves charting all interaction points and experiences a user encounters while pursuing their goals, including a timeline of events and associated emotions.
• Empathy Map: This framework, consisting of four quadrants (Says, Thinks, Does, Feels), aids in grasping user behaviors and attitudes.
• Extreme Users Analysis: This technique focuses on understanding users with heightened needs, akin to the principles of Inclusive Design.
• Five Whys Technique: A straightforward yet powerful approach to identify the root cause of a problem.
• Projective Technique (User Interviews): This method uses open-ended, ambiguous prompts to reveal deeper insights, encouraging users to visualize their experiences.

I once questioned the effectiveness of using small sample sizes in research, but sometimes a smaller group can yield significant insights, as this phase is exploratory rather than confirmatory.

Section 2.2 Framing the Problem

Another essential tool is how we frame the problem at hand. Whether launching a product, driving growth, or redesigning, the way we articulate the problem is vital. Two frameworks that I find particularly useful are:

• "How Might We" (HMW): This question should be broad enough to allow various solutions while providing enough focus to guide the team's efforts. For example, an HMW statement addressing safety for essential workers during COVID-19 could be: "How might we create a product (protocol) to safeguard individuals in essential services?"
• Job to Be Done Framework: This framework emphasizes that users are not primarily interested in features but rather in achieving specific outcomes. For instance, someone choosing a nearby grocery store may want to minimize time and effort.

Section 2.3 The Feedback Approach

Providing feedback is crucial for effective teamwork. The manner in which feedback is shared during brainstorming can either enhance collaboration or diminish morale. I have found the following frameworks beneficial for delivering constructive feedback:

• I Like, I Wish, What If?: This method encourages expressing appreciation, desires for improvement, and hypothetical solutions. For example, "I like how our government is addressing the COVID-19 crisis. I wish we had been more prepared. What if we assembled a global team of experts to tackle pandemics?"
• Rose, Thorn, Bud: Similar to the previous framework, this one directly addresses what's working well (Rose), what could be explored (Bud), and what isn't working (Thorn).
• Product Feedback Grid: This grid categorizes feedback into what succeeded, what needs adjustment, questions, and new ideas.

Section 2.4 Compartmentalized Thinking

A recurring theme in design thinking is the importance of keeping certain approaches, such as convergent and divergent thinking, separate.

• Distinct Problem and Solution Space: It's crucial to differentiate between defining the problem and determining the solution. Engaging in discussions about execution during user research can lead to biased conclusions.
• Convergent and Divergent Thinking: Divergent thinking generates a wide range of ideas, while convergent thinking prioritizes them. The principle "go broad to go narrow" emphasizes the need for expansive thinking before filtering ideas.
• Analysis and Synthesis Phase: It's also important to separate data collection (analysis) from interpretation (synthesis). The analysis phase should focus on gathering diverse data, while synthesis involves collaborating with the team to derive meaningful insights.

Section 2.5 Minimalism: Less is More

The principle of "less but more," popularized by designer Dieter Rams, is a recurring theme in design thinking. Steve Jobs encapsulated this idea well: "Simplicity is the ultimate sophistication." This philosophy highlights the importance of focusing on key problems and prioritizing solutions.

By embracing minimalism, product managers can navigate trade-offs effectively, ensuring that their solutions address core user needs without unnecessary complexity.

In conclusion, these five design thinking concepts can significantly enhance the practice of product management. I'd love to hear your thoughts on these frameworks!

The first video titled 3 Minute Product Manager: Design Thinking and Innovation explores essential design thinking principles and their application in product management.

The second video, Design Thinking for Product Development by Amazon Sr PM, Rahul Dua, provides insights into how design thinking can be effectively integrated into product development processes.