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Khandesh College Education Society's

COLLEGE OF ENGINEERING AND MANAGEMENT, JALGAON

Affiliated to Dr. Babasaheb Ambedkar Technological University,

Maharashtra

FINAL YEAR B. TECH

COMPUTER ENGINEERING

DESIGN THINKINH

Code: BTCOE504
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Unit 3: Analyze or Define:

Root Cause Analysis

Conflict of Interest

Perspective Analysis

Big Picture Thinking Through System Operator

Big Picture Thinking Through Function Modeling Silent

Brainstorming

Metaphors for Ideation

CREATE and What-If Tool for Ideation

Introduction to TRIZ

Inventive Principles and their Applications

Root Cause Analysis:

Root cause analysis is a critical problem-solving technique that can be integrated into the design
thinking process to uncover the underlying causes of problems or challenges. By identifying these
root causes, design thinkers can develop more effective and sustainable solutions. Here's how root
cause analysis fits into design thinking and the steps to conduct it:

1. Empathize and Define the Problem:

 Begin with the empathize phase in design thinking, where you gain a deep understanding of
the problem from the user's perspective.
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 Define the problem statement based on the insights gathered during the empathize phase.
Ensure that the problem statement is clear, specific, and actionable.

2. Generate HMW (How Might We) Questions:

 Following the definition of the problem, use "How might we" questions to reframe the
problem and make it more open-ended. These questions help in brainstorming and ideation.

3. Ideate and Brainstorm:

 In the ideation phase, encourage your design thinking team to brainstorm solutions and
generate ideas that address the problem.

 Prioritize and select promising ideas based on creativity, feasibility, and potential impact.

4. Prototype and Test:

 Create prototypes of the selected ideas and test them with users to gather feedback and
insights.

 During testing, pay attention to any unexpected issues, problems, or challenges that arise.

5. Conduct Root Cause Analysis:

 If issues or challenges emerge during testing, use root cause analysis to dig deeper and
understand why these issues occur. This can help in uncovering the underlying causes.

6. Steps for Root Cause Analysis:

a. Identify the Problem or Issue: Clearly define the specific problem or issue that has been observed
during testing. Be specific about what is not working as expected.

b. Ask "Why" Repeatedly: Apply the "5 Whys" technique or another form of repetitive questioning
to explore the causes of the problem. Ask "Why did this happen?" and continue asking "Why" until
you reach the root cause.

c. Use Fishbone Diagrams (Ishikawa Diagrams): Another tool for root cause analysis is the
fishbone diagram, which helps visualize potential causes by categorizing them into different
categories like people, processes, equipment, materials, and environment.

d. Collect Data and Evidence: Gather data and evidence to support your analysis. This may include
user feedback, testing results, observations, and any available quantitative or qualitative data.
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e. Validate Assumptions: As you identify potential root causes, validate your assumptions through
additional research, data analysis, or expert opinions to ensure accuracy.

7. Address Root Causes:

 Once you have identified the root causes, focus on addressing them directly. Develop
solutions and design improvements that target these underlying issues.

8. Prototype and Test Again:

 Create new prototypes that incorporate the solutions aimed at addressing the root causes.

 Test these prototypes with users to ensure that the problems have been effectively resolved.

9. Iterate and Refine:

 Continue iterating and refining your design based on user feedback and testing results.

 Repeat the root cause analysis if new issues or challenges arise during subsequent testing
phases.

By integrating root cause analysis into the design thinking process, you can ensure that your solutions
are not just addressing surface-level problems but are effectively tackling the underlying issues that
impact the user experience. This approach leads to more robust and user-centered design solutions.

Conflict of Interest:

Conflict of interest in design thinking, as in many other fields, can have a significant impact on the
integrity of the process and the outcomes of a design project. Design thinking is inherently focused on
user-centered, empathetic problem-solving, and ethical considerations are crucial to maintaining trust
and achieving the desired results. Here are some key points to consider regarding conflict of interest
in design thinking:

1. Definition of Conflict of Interest:

 Conflict of interest occurs when individuals or entities involved in the design thinking
process have competing interests that could compromise their ability to act
impartially or in the best interest of the project or end-users.

2. Maintaining User-Centricity:
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 Design thinking is fundamentally about solving problems and creating solutions that
prioritize the needs and experiences of users. A conflict of interest can divert
attention away from these user-centered goals if it benefits a stakeholder or
individual's personal or financial interests.

3. Identifying Potential Conflicts:

 It's essential to proactively identify potential conflicts of interest within the design
thinking team. This may involve examining the backgrounds, roles, and affiliations of
team members and stakeholders.

4. Disclosure and Transparency:

 When potential conflicts of interest are identified, it is important to disclose them

openly and transparently. Team members and stakeholders should communicate any
conflicts to ensure that they can be appropriately managed or mitigated.

5. Mitigating Conflicts:

 In some cases, conflicts of interest may be managed or mitigated by implementing

safeguards or by assigning roles and responsibilities in a way that minimizes the
impact of the conflict.

6. Independence and Objectivity:

 Maintaining independence and objectivity is crucial. Team members and stakeholders

should be encouraged to make decisions and recommendations based on the merit of
the ideas and solutions rather than personal gain or bias.

7. Avoiding Favoritism and Biases:

 Be vigilant about avoiding favoritism, bias, or the undue influence of any individual
or entity during the design thinking process. Ensure that all ideas are evaluated
objectively and based on their potential to address user needs.

8. Ethical Considerations:

 Uphold ethical standards in design thinking, such as respecting user privacy, treating
participants with respect, and ensuring that solutions are inclusive and do not
discriminate.

9. Conflict Resolution Mechanisms:

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 Establish clear conflict resolution mechanisms within the design thinking process.
Encourage open discussions and seek consensus when conflicts arise.

10. External Expertise:

 In situations where conflicts of interest cannot be effectively managed internally,

consider involving external experts or independent advisors who can provide an
impartial perspective.

11. Document Decisions and Rationale:

 Keep records of decisions made during the design thinking process and the rationale
behind those decisions. This documentation can help demonstrate transparency and
ethical conduct.

12. Continuous Evaluation:

 Periodically review the design thinking process and its outcomes to assess whether
conflicts of interest have impacted the quality of solutions or user-centeredness.
Adjust processes as needed to mitigate future conflicts.

Addressing conflicts of interest in design thinking is essential to maintaining the integrity of the
process and ensuring that the resulting solutions genuinely meet user needs and expectations. It also
helps build trust among stakeholders and users, which is critical for the success of any design project.

Perspective Analysis:

Perspective analysis in design thinking is the process of systematically examining a problem,

challenge, or opportunity from multiple viewpoints or perspectives. This approach is essential for
gaining a comprehensive understanding of the issue at hand, as it helps designers and teams consider a
wide range of factors, influences, and stakeholder interests. Perspective analysis is often used during
the early stages of the design thinking process to shape problem framing and ideation. Here's how
perspective analysis works in design thinking:

1. Identify Stakeholders and Participants:

 Begin by identifying all the stakeholders and participants who are relevant to the
problem or challenge. These can include end-users, customers, employees,
management, regulators, suppliers, and other parties with an interest in the issue.

2. Map Out Stakeholder Perspectives:

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 Create a visual map or chart that represents the various stakeholders and their
perspectives. This can be done using diagrams, lists, or other visual aids.

 Consider using empathy maps or personas to delve deeper into the needs, goals, and
pain points of specific user groups.

3. Interview and Engage Stakeholders:

 Conduct interviews, surveys, focus groups, or other research methods to gather

insights directly from stakeholders.

 Ask open-ended questions and encourage participants to share their thoughts,

experiences, and concerns related to the problem.

4. Identify Diverse Viewpoints:

 Recognize that stakeholders may have diverse viewpoints and interests. These can be
shaped by factors such as roles, responsibilities, backgrounds, and motivations.

 Avoid making assumptions about what stakeholders think or need. Instead, strive to
understand their perspectives authentically.

5. Explore Contradictions and Tensions:

 Analyze the perspectives collected for any contradictions, tensions, or areas of

disagreement. These points of contention can be valuable sources of insight and
innovation.

6. Seek Common Ground and Shared Goals:

 While differences are important to recognize, also look for common ground and
shared goals among stakeholders. Identifying areas of agreement can help guide the
design process toward solutions that benefit multiple parties.

7. Use Tools and Techniques:

 Employ various tools and techniques to facilitate perspective analysis. These can
include empathy mapping, journey mapping, affinity diagrams, and stakeholder
mapping.

 Visualization tools like mind maps can help you organize and make sense of complex
perspectives.

8. Frame the Problem and Ideate:

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 After conducting perspective analysis, use the insights gained to frame the problem or
challenge in a way that accounts for the diverse viewpoints.

 During ideation, encourage brainstorming that considers the needs and interests of all
stakeholders, aiming for solutions that address multiple perspectives.

9. Iterate and Refine:

 As you progress through the design thinking process, continue to iterate and refine
your understanding of stakeholder perspectives. Be open to evolving insights and
adapting your solutions accordingly.

10. Communication and Alignment:

 Effectively communicate the results of perspective analysis to your team,

stakeholders, and decision-makers. Ensure that everyone involved has a shared
understanding of the diverse viewpoints and how they influence the design process.

11. Ethical Considerations:

 Throughout perspective analysis, be mindful of ethical considerations, such as

respecting privacy, obtaining informed consent, and ensuring that diverse
perspectives are treated with respect and fairness.

Perspective analysis is a valuable practice in design thinking because it helps ensure that the resulting
solutions are more comprehensive, inclusive, and responsive to the needs of all relevant stakeholders.
By considering a wide range of perspectives, design teams are better equipped to address complex
challenges and create innovative solutions that truly meet user needs.

Big Picture Thinking Through System Operator:

Big picture thinking through system operator in design thinking involves considering the broader
context and interconnected elements that impact a design challenge or problem. System operators are
individuals or teams responsible for understanding, managing, and optimizing complex systems. They
play a crucial role in design thinking by helping design teams view problems holistically and create
solutions that account for systemic factors. Here's how system operator thinking fits into design
thinking and its key principles:

1. Understanding the System:

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 System operators begin by thoroughly understanding the system in which a problem

exists. This includes identifying all relevant components, relationships, and
dependencies.

2. Identifying Interconnections:

 They analyze how various elements within the system are interconnected and how
changes in one area can ripple throughout the system. This perspective highlights
potential unintended consequences.

3. Identifying Feedback Loops:

 System operators look for feedback loops within the system. These loops can amplify
or dampen effects, and understanding them is essential for effective problem-solving.

4. Identifying Leverage Points:

 Leverage points are areas within the system where small interventions can have a
significant impact. System operators identify these points to inform the design
process.

5. Stakeholder Analysis:

 System operators consider all stakeholders involved in or affected by the system. This
includes primary users, secondary users, employees, customers, suppliers, regulators,
and more.

6. Systems Thinking Tools:

 System operators use various tools and frameworks, such as causal loop diagrams,
systems archetypes, and system mapping, to visualize and analyze complex systems.

7. Problem Framing:

 With a deep understanding of the system, system operators assist in framing the
problem or challenge in a way that reflects its systemic nature. This framing helps
design thinkers see beyond superficial symptoms.

8. Ideation and Solutions:

 During ideation, system operators encourage design teams to explore solutions that
address systemic factors. They promote holistic thinking and innovation that
considers the entire system.
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9. Prototyping and Testing:

 Prototypes are tested not only for their immediate effects but also for their potential
impacts on the broader system. System operators help anticipate how the solution
might interact with other system components.

10. Risk Assessment:

 System operators assess the risks and uncertainties associated with proposed
solutions, considering how changes may affect the system's stability and
performance.

11. Feedback and Adaptation:

 The system operator mindset emphasizes continuous feedback and adaptation. Design
teams remain open to evolving their solutions as they gain insights into the systemic
effects of their work.

12. Ethical Considerations:

 System operators pay special attention to ethical considerations within the system.
They ensure that design solutions are aligned with ethical principles and do not harm
any stakeholders.

By incorporating system operator thinking into design thinking, teams can better address complex and
interconnected problems. They are more likely to develop solutions that not only solve immediate
issues but also consider the long-term and systemic impacts of their interventions. This approach is
particularly valuable when dealing with intricate challenges that involve multiple stakeholders and
variables.

Big Picture Thinking Through Function Modeling Silent Brainstorming:

"Big picture thinking" and "function modeling silent brainstorming" are two distinct yet related
concepts in the context of design thinking. Let's explore how these approaches can be integrated to
enhance the design thinking process:

1. Big Picture Thinking:

 Big picture thinking involves stepping back from the details and looking at the
broader context, goals, and implications of a design challenge or problem.

 It encourages designers to consider the overarching vision, the ecosystem in which

the solution will exist, and the long-term impacts of their design choices.
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2. Function Modeling Silent Brainstorming:

 Function modeling is a technique used in design thinking to break down a problem or

challenge into its core functions or components. It helps designers analyze how
different parts of a system interact and contribute to the overall solution.

 Silent brainstorming, also known as "brainwriting," is a collaborative ideation

technique where participants write down ideas silently and then share them with the
group.

Now, let's explore how these concepts can work together:

1. Problem Framing and System Analysis:

 Begin by applying big picture thinking to the design challenge. Encourage the design team to
collectively define the problem in the context of the larger ecosystem, considering not only
immediate needs but also long-term implications.

 Conduct a system analysis to identify key functions and components within the system that
are relevant to the problem. This step is crucial for function modeling.

2. Function Modeling:

 Use function modeling techniques to break down the problem into its core functions or
components. This can involve creating diagrams or visual representations that illustrate how
different elements interact within the system.

 Identify the dependencies, feedback loops, and relationships between functions. This helps
the team gain a deeper understanding of the system's dynamics.

3. Silent Brainstorming:

 Conduct a silent brainstorming session focused on generating ideas for addressing specific
functions or components within the system.

 Each team member silently writes down their ideas for improving or innovating on a
particular function or component. Encourage them to think beyond the immediate context and
consider the broader system implications.

4. Cross-Functional Insights:
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 After the silent brainstorming session, participants can share their ideas and insights with the
group. This collaborative sharing allows team members to build on each other's ideas and
consider the big picture implications.

 Discuss how proposed solutions or changes to specific functions might impact other parts of
the system and the overall ecosystem.

5. Ideation Refinement:

 Refine and prioritize ideas that not only address specific functions but also align with the big
picture goals and considerations identified earlier.

 Ensure that proposed solutions or improvements are in harmony with the broader vision and
values of the design challenge.

6. Prototyping and Testing:

 Develop prototypes or design solutions that reflect the insights gained from both the function
modeling and big picture thinking.

 Test these solutions in a way that considers their impact on the entire system and ecosystem,
rather than just isolated functions.

By integrating big picture thinking with function modeling silent brainstorming, design teams can
approach complex challenges with a more holistic perspective. This approach encourages the
consideration of long-term consequences, systemic effects, and the interplay of various functions
within the overall system. Ultimately, it can lead to more comprehensive and sustainable design
solutions.

Metaphors for Ideation:

Metaphors can be powerful tools for ideation in design thinking. They help to break away from
conventional thinking and inspire creative ideas by drawing parallels between seemingly unrelated
concepts. Here are some metaphors you can use for ideation in design thinking:

1. Nature Metaphor: Compare your design challenge to elements in nature. For example:

 "How can we design our website to flow like a river, guiding users smoothly to their
destination?"

 "Let's think of our product as a tree, with branches representing different features that
grow and adapt over time."
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2. Sports Metaphor: Draw inspiration from sports-related concepts:

 "Our project is like a game of chess. How can we strategize and make moves that lead
to a winning outcome?"

 "Think of our design challenge as a relay race. How can we pass the baton seamlessly
between different stages of the user journey?"

3. Cooking Metaphor: Use cooking and culinary metaphors to spice up your ideas:

 "Our project is like a recipe. How can we mix different ingredients (features) to create
a delightful user experience?"

 "Let's consider our design challenge as a menu. How can we offer a variety of options
that cater to different user preferences?"

4. Travel Metaphor: Frame your challenge as a journey:

 "Our project is a cross-country road trip. What stops and experiences do users want
along the way?"

 "Imagine our design challenge as a world tour. How can we provide users with a
global adventure through our product?"

5. Building and Architecture Metaphor: Compare your design task to constructing a physical
structure:

 "Our project is like building a skyscraper. How can we ensure a strong foundation
and impressive architecture?"

 "Think of our challenge as designing a house. How can we create a welcoming and
functional space for our users?"

6. Gardening Metaphor: Use gardening and plant-related metaphors for growth and nurturing
ideas:

 "Our project is like tending to a garden. How can we nurture user engagement and
watch it flourish?"

 "Imagine our design challenge as planting seeds. How can we cultivate a community
that grows and thrives?"

7. Musical Metaphor: Explore the world of music and rhythm for inspiration:
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 "Our project is like composing a symphony. How can we harmonize different

elements for a beautiful user experience?"

 "Think of our design challenge as crafting a playlist. How can we create a sequence
of interactions that resonate with users?"

8. Literary Metaphor: Draw parallels to storytelling and literature:

 "Our project is like writing a novel. How can we captivate users with a compelling
narrative?"

 "Imagine our design challenge as creating a choose-your-own-adventure story. How

can we offer users meaningful choices?"

9. Space Exploration Metaphor: Explore the cosmos for innovative ideas:

 "Our project is like a journey to outer space. How can we discover new frontiers in
user experience?"

 "Think of our design challenge as a mission to Mars. How can we boldly go where no
product has gone before?"

10. Artistic Metaphor: Embrace art-related metaphors for creativity and aesthetics:

 "Our project is like a canvas. How can we paint a visually stunning and meaningful
experience for users?"

 "Imagine our design challenge as a sculpture. How can we shape and mold
interactions into a masterpiece?"

Metaphors can help you view your design challenge from fresh angles, sparking creativity and
innovative thinking. They encourage teams to explore unconventional ideas and find inspiration in
unexpected places.

CREATE and What-If Tool for Ideation:

Creating a "CREATE" and "What-If" tool for ideation in design thinking can be a helpful way to
structure and guide the ideation process. Here's a template for such a tool:

CREATE Tool:
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The "CREATE" tool is an acronym that stands for different stages in the ideation process. It helps
individuals or teams systematically generate creative ideas.

C - Clarify the Problem:

 Begin by clearly defining the problem or challenge you want to address. Make sure the
problem statement is specific and actionable.

 Ask questions to gain a deep understanding of the problem from various angles.

R - Research and Insights:

 Conduct research to gather insights into the problem. This can include user interviews,
surveys, market analysis, and competitor research.

 Document key findings and insights to inform your ideation process.

E - Explore Ideas:

 Encourage brainstorming and idea generation. Use various ideation techniques, such as mind
mapping, brainstorming sessions, or the "How Might We" approach.

 Aim for a high quantity of ideas without judgment at this stage.

A - Analyze and Select:

 Review and analyze the generated ideas. Consider their feasibility, potential impact, and
alignment with user needs and project goals.

 Select a subset of the most promising ideas for further development.

T - Test and Iterate:

 Create prototypes or concepts based on the selected ideas. These can be low-fidelity
prototypes or simulations.

 Test these prototypes with users or stakeholders to gather feedback and insights.

 Use the feedback to refine and iterate on the ideas, making them more user-centered and
effective.

E - Execute and Implement:

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 Develop a plan for implementing the chosen ideas or solutions. This may involve creating
detailed design specifications, identifying resources, and setting a timeline.

 Execute the plan and put the solutions into action.

What-If Tool:

The "What-If" tool is designed to encourage creative thinking by exploring alternative scenarios and
possibilities.

W - What If...? Questions:

 Encourage participants to ask "What if...?" questions that challenge assumptions and explore
alternative paths. These questions should be open-ended and speculative.

 For example, "What if we could completely redesign our product without any constraints?
How would it look and function?"

H - Hypothetical Scenarios:

 Prompt participants to create hypothetical scenarios based on the "What if...?" questions.
These scenarios should describe different, often imaginative, situations or outcomes.

 Encourage thinking outside the box and considering far-fetched possibilities.

A - Assess Implications:

 Discuss the implications and consequences of the hypothetical scenarios. What would be the
benefits, risks, and challenges associated with each scenario?

 Analyze how each scenario aligns with project goals and user needs.

T - Test and Explore Further:

 If certain hypothetical scenarios seem promising, consider creating prototypes or conducting

thought experiments to explore them in more detail.

 Test the assumptions and feasibility of these scenarios to determine if they can lead to
innovative solutions.

By combining the "CREATE" and "What-If" tools, you create a structured yet flexible approach to
ideation in design thinking. It encourages both systematic idea generation and creative exploration of
alternative possibilities, ultimately leading to more innovative and user-centered solutions.
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Introduction to TRIZ:

TRIZ, which stands for "Theory of Inventive Problem Solving" (in Russian: Теория решения
изобретательских задач), is a systematic and structured methodology for solving complex problems
and generating innovative solutions. TRIZ originated in the former Soviet Union and was developed
by engineer and inventor Genrich Altshuller in the mid-20th century. It has since gained recognition
worldwide and is often integrated into the design thinking process to enhance creative problem-
solving. Here's an introduction to TRIZ in the context of design thinking:

Key Principles of TRIZ:

1. Contradiction Resolution: TRIZ is based on the premise that any problem can be framed as
a contradiction between conflicting requirements or objectives. The goal is to find solutions
that eliminate or minimize these contradictions, allowing for innovative problem-solving.

2. Laws of Engineering Systems Evolution: TRIZ identifies patterns and trends in the
evolution of technical systems, which can guide the development of more advanced and
efficient solutions.

3. Inventive Principles: TRIZ provides a set of inventive principles derived from the study of
patents and innovations across various industries. These principles offer guidelines for
overcoming contradictions and generating inventive solutions.

4. Functional Modeling: TRIZ encourages the modeling of functions and their interactions
within a system. By abstracting problems into functional components, it becomes easier to
identify potential solutions.

Key Techniques and Tools in TRIZ:

1. 40 Inventive Principles: TRIZ provides a set of 40 generic inventive principles that can be
applied to solve a wide range of problems. These principles help users overcome
contradictions by suggesting innovative approaches.

2. Contradiction Matrix: The Contradiction Matrix is a tool that helps users match specific
types of contradictions with corresponding inventive principles. It guides problem solvers in
selecting the most suitable principle for a given problem.
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3. ARIZ (Algorithm for Inventive Problem Solving): ARIZ is a systematic algorithm used to
address complex problems step by step. It provides a structured approach to identifying
contradictions, formulating problems, and generating inventive solutions.

4. TRIZ Inventive Standards: These standards capture recurring engineering and scientific
effects. They help problem solvers recognize patterns in technical solutions and apply them to
new challenges.

Integration with Design Thinking:

TRIZ can be integrated into the design thinking process to enhance problem-solving and idea
generation. Here's how it fits in:

1. Empathize and Define (Design Thinking Phases): In the initial phases of design thinking,
designers focus on understanding user needs and defining the problem. TRIZ can provide
additional tools for framing problems in terms of technical contradictions and challenges.

2. Ideate (Design Thinking Phase): During ideation, TRIZ principles and inventive standards
can be used to stimulate creative thinking and explore unconventional solutions to identified
problems.

3. Prototype and Test (Design Thinking Phases): TRIZ can aid in the development of
innovative prototypes and testing methods, especially when addressing complex engineering
challenges.

4. Iterate (Design Thinking Phase): TRIZ encourages the iterative exploration of inventive
solutions, aligning with the iterative nature of design thinking.

5. Problem-Solving: TRIZ can help design thinkers systematically address complex problems
by breaking them down into manageable parts, identifying contradictions, and proposing
inventive solutions.

Overall, TRIZ complements design thinking by providing a structured approach to creative problem-
solving, especially in technical and engineering contexts. It encourages designers to explore
unconventional solutions and think systematically about innovation.

Inventive Principles and their Applications:

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TRIZ (Theory of Inventive Problem Solving) offers 40 inventive principles that serve as guidelines
for solving complex problems and generating innovative solutions. These principles can be applied in
various fields and are particularly valuable when integrated into the design thinking process. Here are
some of the inventive principles and their applications in design thinking:

1. Segmentation: Divide a product or process into smaller, more manageable parts or

components.

 Application in design thinking: When faced with a complex problem, consider

breaking it down into smaller, more specific challenges. This can make problem-
solving more approachable and allow for focused ideation and prototyping.

2. Taking Out: Remove elements or components that are unnecessary or redundant.

 Application in design thinking: During the ideation phase, explore solutions that
simplify products or processes by eliminating non-essential features or steps. This can
lead to more user-friendly and efficient designs.

3. Local Quality: Optimize a specific part or component to improve its performance or

efficiency.

 Application in design thinking: Focus on improving specific aspects of a product or

process to enhance overall user experience. For example, refine the ergonomics of a
product's handle for better usability.

4. Asymmetry: Introduce asymmetrical elements or changes to disrupt existing patterns or

designs.

 Application in design thinking: Use asymmetry to create visual interest or to

challenge conventional design norms. This can help products stand out and capture
users' attention.

5. Combining: Merge two or more components or processes to create a new, integrated

solution.

 Application in design thinking: Explore opportunities to combine different elements

or features to create innovative, multifunctional products. For instance, merging a
camera and a smartphone to create a single device.

6. Universality: Design a component or solution that can serve multiple functions or purposes.
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 Application in design thinking: Seek ways to make products or processes more

versatile by incorporating universal components. This can lead to designs that are
adaptable to a variety of user needs.

7. Nested Doll: Incorporate elements or components within each other, like nesting dolls.

 Application in design thinking: Use nested design elements to create products that are
compact and space-efficient. This is particularly useful in designing products for
travel or storage.

8. Counterweight: Add a counterbalance or opposing force to improve stability or control.

 Application in design thinking: Enhance the stability and usability of products by

incorporating counterweights or opposing forces. This can be valuable in designing
ergonomic and safe solutions.

9. Preliminary Anti-Action: Introduce actions or mechanisms that counteract potential issues

or problems in advance.

 Application in design thinking: Anticipate user needs and potential challenges by

incorporating features that proactively address them. For example, automatic backup
systems in data management software.

10. Feedback: Use feedback mechanisms to monitor and control processes or systems.

 Application in design thinking: Design products or interfaces that provide real-time

feedback to users, enhancing their understanding and control. Examples include
progress bars in software installations or feedback loops in user interfaces.

These are just a few examples of TRIZ inventive principles and their applications in design thinking.
By incorporating these principles into the design process, teams can approach problem-solving with a
structured and innovative mindset, leading to more creative and effective solutions.