Problem Definition and Solution Direction
Last updated
Last updated
During Phase 1 there are multiple problems discovered at the building . Using the findings of the , I wanted to define a more specific problem, based on the users' input.
In order to have a better overview of the most valuable and repetitive findings of the User Research, I put the users' insights that were gathered during the last phase on a digital whiteboard where I could sort them into different categories. The categories were grouped by colour and can be seen in the image below.
Archetypes of people (note colour: white)
Feelings at the building (note colours: yellow - motivation; green - positive; blue - sad; purple - creativity feel)
Strategies to get into a working state (note colour: pink)
Strategies against the creative block (note colour: dark yellow)
Break frequency and types (note colour: purple)
Surrounding environment (note colour: dark pink)
Wishes (note colour: blue)
Additional notes (note colour: black)
the image below might not be readable. The purpose of the picture is to display the group section. Everything written on the card was already discussed in the previous chapter.
Those categories were used to find different patterns and create personas of the different types of people in the building. Moreover, they were used to lay down the more precise problems at the building.
Using the grouped notes from the image above, I could define the problems that seemed to be giving the biggest effect on people's productivity and well-being. (scoping down the problems from the Discovery phase). In addition to the already highlighted findings of too much noise and not proper socialization at the location, the problem of not enough inspirational spaces also stood out. Those three problems were separate but at the same time they all were closely connected to one another:
The need for socialization leads to people communicating leisurely in the working areas, which leads to higher noise levels on the floors and worsened well-being. (from a personal observation the difference between people discussing work and people telling jokes in the working spaces was really noticeable as there is a significant contrasting noise level)
The lack of inspirational spaces creates a boring atmosphere that prevents people from having the motivation to work. It increases the willingness to postpone work, sometimes in the form of socialization in the wrong areas. (bullet 1)
All problems were connected and led to the repeatedly mentioned problem - noise. I began considering possibilities of solution directions that incorporate the noise problem in some way.
Option one was giving the challenge of reducing the floor noise by promoting breaks.
The other option was accepting the fact that the OIL is noisy and because of that the solution should target making sure that people get enough breaks because the loud environment is exhausting their minds additionally.
As visible in the image, I picked Option One because reducing negative behaviour through the promotion of a desired activity (such as a break) seemed like an exciting challenge that had the potential for interesting and innovative results.
My next step was to define the target users to whom the solution direction would be most useful.
After some Workshop: Thinkering I was able to define two solution directions. Both of them used the noise aspect in combination with a proper break encouragement (away from the working desk) and yet they were formulating two slightly different directions.
Showroom: Coreflection The solution direction was positively viewed by my client.
