WHEN YOU CAN’T FIND THE RIGHT QUESTION, ALL YOU NEED IS A BETTER ANSWER.

“TO ERR IS HUMAN”

Or

WHY HUMANS ARE BAD AT MATH AND ROBOTS HAVE CREEPY SMILES

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Some problems are “Wicked”. This does not mean they are malicious, instead, they resist being solved.

Imagine trying to win a race where the finishing line keeps changing because the judges can’t agree on where it should be ideally. So what is the problem really?

Some problems cannot be defined and have vague or changing parameters.
Unlike logical problems that are composed of mathematical or analytical challenges, some problems involve perceptions, ideologies and resistance to change.

These problems usually surface when humans are involved, and this is not a coincidence.

This is a common occurence in the computer game design industry when a developer releases a patch. The users respond to it with negative feedback and struggles to address the problem with subsequent patches, but each new patch seems to create new or contradictory feedback without fixing the original problem.

so how do we tackle “wicked” problems?

In a word, empathy.

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“PETRI, PENCIL AND PEOPLE”

Or

HDT = Design Thinking + Agile Methodology.

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Problems that involve changing human perceptions and entrenched ideologies are highly resistant to control.

This calls for a better solution that is focused on emphatic qualities that is incrementally implemented with social viability and evolutionary functionality.

Humans are not robots and can collude, concieve and collaborate

Therefore, direction is more important than deliverable and it can be discovered in a structured process.

Multivariate conditions can be collapsed into patterns and motivations, paving the way for logical assumption.

We have distilled this process into five fundamental steps which are carried out in “Sprints”, short-term, independent goals that run concurrently.

we call our process “helios design thinking” or HDT for short

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INFORMATION

In this phase, information regarding the project is collected and distilled. This process involves breaking down complex data such as testimonials, user behaviour and statistics into packets of categorised information.

INSIGHT

The emphatic qualities and pattern associations extracted from the collected data is then rationalised and put into perspective. This leads to the discovery of the better future version of the business.

IDEATION

With a clear vision in mind, ideation of all possibilites are explored. The ideas are then prioritised by feasability and viability before being streamlined into actionables.

IMPLEMENTATION

This phase begins with creating a prototype of the solution before entering a cycle of testing and refinement. Flaws are discovered as quickly and cheaply as possible to minimise future operational risks.

EVOLUTION

Finally, systems are designed and implemented to monitor, modify and report attributes such as scalability, sustainability and ROI. This helps to future-proof the solution through incremental improvements.

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“IT’S GOOD TO BE THE KING”

Or

Life got a lot better after the calculator was invented.

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hdt = design thinking + agile methodology

HDT is a robust, versatile thinking model that can be applied to many business challenges.

It can also be applied to any and all levels of an organisation, regardless of its size.

These are the common ways HDT can be applied:

Marketing and sales

1

Collect market data and consumer usage information

2

Determine the factors that affect buying behaviour and sales performance

3

Create ideas to enhance sales performance

4

Implement, test and correct the most suitable marketing strategy

5

Collect results and create methods to improve the strategy

Product Development

1

Collect information on user needs and data on competitor products

2

Determine the key motivations that affect the user group

3

Propose designs

4

Create a prototype and perform user testing

5

Collect results and propose future enhancements such as new features

Operational and technical

1

Collect company performance statistics

2

Determine primary potential for risk or inefficiencies

3

Propose solutions for increasing efficiencies

4

Implement solutions, making adjustments and corrections

5

Collect results and set directives for future improvement