In the second step, EVALUATE (define or reframe) stage, you will organize the information you have gathered during the ENGAGE stage. This is the part of the process where you make sense of the data collected and through a process of synthesis arrive at a point where you can now visualise and articulate the real problem. You’ll analyse your observations to define the core problems you and your team have identified up to this point. Defining the problem and problem statement must be done in a human-centred manner. The problem statement is often constructed using the phrase 'How might we'. The EVALUATE stage will help the design team collect great ideas to establish features, functions and other elements to solve the problem at hand—or, at the very least, allow real users to resolve issues themselves with minimal difficulty.
The EVALUATE (define or reframe) step is a crucial part of the design thinking process that helps teams identify and clarify the problem they are trying to solve. This step is important because a poorly defined or framed problem can lead to ineffective solutions, wasted resources, and lost time.
By understanding the needs and perspectives of those affected by the problem, the team can develop solutions that are more effective and relevant. It is important to avoid assumptions and biases when defining or reframing the problem. This can be challenging, especially if the team has preconceived notions about the problem or if they are not familiar with the stakeholders affected by the problem. To avoid assumptions and biases, the team should seek feedback from a diverse range of stakeholders and ensure that their problem statement accurately reflects the input they receive.
Benefits to evaluating the problem.
- A clear problem statement can also be used as a tool for brainstorming, encouraging the team to think outside the box and consider new and unconventional solutions.
The evaluate /define / reframe step is essential in the design thinking process because it sets the foundation for the entire process. Without a clear understanding of the problem, it is impossible to generate innovative solutions. By focusing on defining or reframing the problem, teams can gain a deeper understanding of the issue, identify potential obstacles, and develop a comprehensive plan to solve it. After gathering information, the team can begin synthesizing it to create a problem statement. The problem statement (How might we) should be clear and concise, and it should accurately capture the nature of the problem. The problem statement should also be empathetic. This means that the team should try to put themselves in the shoes of the stakeholders affected by the problem.