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Empathy, brainstorming, and ideation are essential elements of design thinking, allowing teams to generate creative solutions to user-centered challenges. In this discussion, you will engage in a hands-on design thinking exercise, practicing brainstorming and ideation techniques while collaborating with peers to refine and enhance innovative ideas.

Step 1: Explore the Challenge (Individual Work)

We have all waited in line and thought, I could be doing something else right now or there has to be a better way. For this brainstorming session, you will focus on the following challenge:

Improving the waiting experience: Redesign the experience of waiting in line to make it enjoyable and efficient.

In your initial post, address the following:

Identify the User Group. Articulate the specific user group you are targeting for your challenge. What is the user waiting in line for?
Empathize with User Pain Points. Using empathy, briefly describe one or two pain points this user group might experience while waiting in line.
Generate Creative Ideas
Propose three ideas to address the challenge. Use a brainstorming technique such as mind mapping, SCAMPER, or rapid ideation to generate your solutions.
Indicate which technique you used and briefly describe how it helped you generate your ideas.
Step 2: Build on Ideas (Collaborative Work)

In your responses to peers:

Enhance Ideas. Select at least one idea from your peer’s post and build upon it by suggesting enhancements or alternatives.
How can the idea be made more user-friendly, efficient, or innovative?
What additional features or perspectives might improve the solution?
Provide Feedback. Offer feedback on their understanding of the user’s pain points:
Do the proposed solutions effectively address the identified pain points?

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Sample Answer

 

 

 

Step 1: Explore the Challenge (Individual Work)

Identify the User Group:

The user group I am targeting is individuals waiting in line at a government service center (e.g., for national ID applications, passport renewals, driver’s license processing). These are individuals who often need to access essential services and are typically required to be physically present to do so.

Empathize with User Pain Points:

One significant pain point for this user group is wasted time and lost productivity. Individuals often have to take time off work or away from other responsibilities to wait in line for these services. The uncertainty of the wait time can also be stressful, making it difficult to plan the rest of their day.

Another key pain point is frustration and anxiety due to lack of information and control. Long, stagnant lines with no clear indication of progress or estimated wait times can lead to feelings of helplessness, boredom, and resentment towards the process. The lack of transparency about the process and potential delays further exacerbates this frustration.

 

Full Answer Section

 

 

 

 

Generate Creative Ideas (Using the SCAMPER Technique):

I used the SCAMPER technique to generate my ideas:

  • Substitute: What can be replaced?

    • Idea 1: Virtual Queueing System with Real-Time Updates. Substitute the physical line with a digital system. Users can check in remotely via a mobile app or SMS upon arrival and receive a virtual place in line. The app provides real-time updates on their estimated wait time and their position in the queue, allowing them to run errands or engage in other activities nearby until their turn is approaching.

  • Combine: What can be combined?

    • Idea 2: Integrated Service Kiosks with Multi-Tasking Capabilities. Combine the waiting time with the initial stages of the service process. Install self-service kiosks where users can begin filling out forms, uploading documents, or even completing preliminary verification steps while they are “in line” virtually or physically. This combines waiting with productive task completion.

  • Adapt: What else is like this? What ideas could be adapted?

    • Idea 3: “Waiting Zones” with Amenities and Optional Activities. Adapt the concept of airport lounges or waiting areas in other service industries. Create designated “waiting zones” within or near the government service center that offer comfortable seating, Wi-Fi access, charging stations, and potentially even optional activities like informational workshops related to the services offered or access to online learning resources. This adapts the idea of making waiting time more comfortable and potentially productive.

The SCAMPER technique helped me generate these ideas by systematically prompting me to think about different ways to manipulate the existing waiting experience. For example, “Substitute” led to the idea of replacing the physical line, “Combine” focused on integrating waiting with service initiation, and “Adapt” encouraged me to look at how waiting is managed in other contexts.

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