Needfinding Workbook

NEEDFINDING
WORKBOOK
F O I T
For Need-driven Innovation

ARE YOU
LOOKING
TO …
Understand the context of user
behaviors
Conduct a user study in the user
environment
Capture unmet needs
Understand the needs of
constituents better
Find practical methods for
identifying and collecting needs
1

WHY A
WORKBOOK
?
Because it focuses on needs, not solutions
This workbook does not offer ideas or solutions. Instead,
it offers techniques, methods, tips, and toolkits to guide
you through a process that effectively identifies people’s
needs.
Because it can increase the speed and
effectiveness of capturing unmet needs.
Needfinding is an approach broken into a set of processes.
This is so that you can pick and choose which techniques
work best for your context and your situation.
1

Table of
Contents
P3
FRAME
Steps of frame
Keep in mind
Stakeholder map
Stakeholder matrix
P5 TRANSLATE P23
Toolbox
OBSERVE P10 INTERACT P18
Steps of transit
Keep in mind
Needs statement
Observe & Interpret
Needs matrix
What to observe?
Out of office
Steps of observe
Keep in mind
PPIEA worksheet
Work steps
Steps of interact
Keep in mind
Interview worksheet
P3 What is the workbook about?
P30
P31 P32 P33
Why focus on needs?
Appendix
Overview Authors &
Sources Licensing &
Acknowledgements
Usage
What is needfinding?
The needfinding process
NEEDFINDING WORKBOOK >> TABLE OF CONTENTS
2

Overview
What is the workbook
about?
Why focus on needs? What is Needfinding ?
This workbook summarises a selection of usercentered
approaches that can guide and support
engineers and designers in identifying the unmet
user needs in the real user environment. It will allow
you to take practical action towards delivering value
added, sustainable and user-centered products
and services.
This workbook starts with a focus on understanding
the user’s context by framing a needfinding plan,
continues by offering methodical steps to gain
deep insight into user experiences and needs, and
ends with practical advice for how to analyse these
insights and co-create solutions that effectively
meet customer needs.
Most designers intuitively understand that needs
are important. They know that they do their best
work solving people’s problems when they clearly
understand what those problems are. However, an
understanding of people’s needs can be leveraged
across an entire business activity, providing value
beyond the development of any single product.
Needs last longer than any specific
solution.
Needs are opportunities waiting to be
exploited, not guesses at the future.
Needs provide a roadmap for
development.
Needs spur action.
Needfinding is considered an applied approach to
identifying, capturing and communicating human
needs into the process of product innovation. It
assumes that designers need to be involved at
the early stages of product innovation to have an
impact on the product definition.
The development of Needfinding includes creation
of new methods to complement the product
innovation process. Needfinding is an approach
which affects the whole product development
process; thus, for example, context, culture, work
environment and user experience, are included in
the needfinding journey.
NEEDFINDING WORKBOOK >> OVERVIEW
3

The Needfinding
Process
The process of needfinding goes
through four main phases: Frame,
Observe, Interact, Translate. The
process starts with spending time
1
Frame
2
Observe
understanding user’s context by framing
your needfinding plan, taking methodical
steps to gain user’s real experiences
and needs on their own terms, hiring
interactive methodical ways to analyse
and address customer needs by active
participation.
4
Translate
3
Interact
IDEAS
NEEDFINDING WORKBOOK >> OVERVIEW 4

FRAME
Before moving to the user environment, determine the goals of the study, the
target user group being observed, and the specific sites to visit. These decisions
define the actionable scope, the target user group being explored, and the
specific sites to visit. These decisions focus on the understanding and define
an actionable scope for engineers or designers to cover.
Preparation before going to the user environment helps needfinders know what
kind of users to observe and what information to look for.
OUTPUTS
Research goal
Research plan
Stakeholder analysis
Knowledge of user context
NEEDFINDING WORKBOOK >> FRAME
5

1. Prepare the research goal
2. Stakeholder Analysis 3. Study secondary sources
Before beginning any research, explicitly
decide on the goals of the study. List your
questions as below:
What is the target?
Where is the destination? (or site?)
How are objects used in the environment?
How do environmental conditions affect
people’s behavior?
How do people within the environment
interact with each other or with the product?
How might different types of users be
classified?
The stakeholder analysis helps to bring clarity
and transparency to the process of identifying
the stakeholders in the problem situation.
It also makes a first assessment of the relative
importance of the different stakeholders for the
functioning of the system or problem situation.
Go to the user’s environment only when existing
information is well understood. Besides studying
secondary sources, this also imparts the basic
knowledge of the users’ situations and contexts
of real life.
NEEDFINDING WORKBOOK >> FRAME > STEP OF FRAME 6

KEEP IN MIND:
HOW TO FRAME
Keep a visual record of how your goal evolves
Field notes Photos/video Maps and sketches
Hunting is not “wandering”
(have a purpose)
Define on what goals you want to achieve by
needfinding activities. This activity area is critical to
your success of finding.
Don’t give up too early
Finding the invisible needs from a complex
environment isn’t an easy task for needfinder, be
postive and patient
Bring it home (deliver results)
Once the data is collected, it is time to consider how
to make them feasible and viable. The transit phase
will move the needs toward innovation process.
NEEDFINDING WORKBOOK >> FRAME > KEEP IN MIND
7

Tool:
Stakeholder map
Customers
Suppliers
Mapping is a great way to reflect
a relationship, process, or structure.
Consider how stakeholders relate to each
other, and how the experience changes
over time. Map all the stakeholders that
the target system might touch, like the
example on the right:
Employees
Government
Competitors
NGO’s
NEEDFINDING WORKBOOK >> FRAME > TOOLKIT 1 8

Tool:
Stakeholder Matrix
Worksheet
Research Subject
Stakeholder
Suppliers:
UTZ CERTIFIED
Smith Coffee bar in Paris
Activities
Provide original coffee beans to local
coffee bar and coffee business
Key
Stakeholder
YES
Correlation
DIRECT
After doing a stakeholder map,
you can make a first assessment of
the relative importance of the different
stakeholders for the functioning of
Customer:
residents, tourists,
employees and
students
Buying,drinking, enjoying and
spending their time in the bar
YES
DIRECT
the system or problem situation. The
example matrix on the right shows how
Internal Employee
Support operation of coffee bar
by their work and service
YES
DIRECT
this can be done.
Government
Release regulation for industry
management
NO
INDIRECT
Competitors
Starbucks sells all types of coffee
in most areas of Paris
NO
INDIRECT
NEEDFINDING WORKBOOK >> FRAME > TOOLKIT 2
9

Observations are made independently of how those needs might be met.
Focus on needs, not solutions. Directly observe people’s behavior in their own
environments to gain a clearer understanding of their situations.
OBSERVE
OUTPUTS
Understanding of reality
Work process of user
Real experience of users’ activities
Documentation
NEEDFINDING WORKBOOK >> OBSERVE 10

OUT OF OFFICE
People are often so accustomed to certain
problems in their lives that they become
blind to them. When asked about the
situations in which these latent problems
occur, they frequently fail to recognize that
the problems exist at all.
Both designers and engineers typically work
in an office environment, meaning that the
situations they encounter, and the contexts
in which they work, are often very different
from the actual product use situations and
contexts of real life.
Directly observe people’s behavior in
their own environments to gain a clearer
understanding of their situations.
NEEDFINDING WORKBOOK >> OBSERVE > OUT OF OFFICE 11

WHAT TO OBSERVE
People
Becoming a member of the user group and immersing
yourself in that group’s context gives designers an
especially rich understanding of the user needs.
Products
Watch how objects are applied in the activities of
interaction, and how key elements are put to complex or
unintended uses (thus changing their function, meaning
and context). What are the products and devices people
have in their environments and how do they relate to their
activities?
Interactions
What happens between persons and
objects? What is the nature between a
person or objects. What is the nature
of routine and special interactions,
between people and objects? Observe
user experience from interactions.
PPIEA
Activities
Goal-directed sets of actions - the way
users want to accomplish things. Look for
the modes that people work in, the specific
activities and processes they go through.
(delete “industries or business areas”).
Environments
Look through the entire arena where
activities take place. What is the character
and function of the overall space? What is its
condition? Is it in an open or shared space?
What is its environmental impact?.
12

1. Immerse yourself in the user group
Becoming a member of the user group and immersing yourself in that
group’s context gives designers an especially rich understanding of the
user needs.
2. Avoid intrusions to keep the behavior
natural
Studying user’s activities inherently changes their behavior. Interruptions
can change people’s workflow, and questions can make them reconsider
their actions.
NEEDFINDING WORKBOOK >> OBSERVE > STEPS OF OBSERVE 13

3. Work process mapping
4. What data to capture
A work process map provides the structure needed to ensure all user
needs are captured. This means that the map, just like work processes,
can be broken down into process steps, and each process step can be
analyzed to determine what contexts, problems and solutions customers
are using to contribute to a succesful outcome.
Use additional recording media to capture the richness of information in
the customer’s environment so that it can be further studied later. Video,
audio, photos, and drawings each offer different advantages. Decide what
kinds of information will be important to the study, reasonably easy to
capture in the customer’s environment, and minimally intrusive to the
customer’s activities.
NEEDFINDING WORKBOOK >> OBSERVE > STEPS OF OBSERVE 14

KEEP IN MIND
Go to the user’s environment
See activities and behaviors in
context
“DEEP HANGING OUT”
Communicate using objects in
the environment
Avoid the reliance on user’s memory,
descriptive ability, or awareness of a
need
NEEDFINDING WORKBOOK >> OBSERVE > KEEP IN MIND 15

Tool:
PPIEA
Worksheet
INDUSTRY PLACE DATE
OBSERVE DIMENSION USER EXPERIENCE WHY (reasoning)
ENVIRONMENT:
Where activities take place. What is the character and function of the
space overall?
Why the current setup?
Get into the user environment in
a specific industry and fill out this
worksheet. The PPIEA worksheet is a
heuristic to help interpret observations
gathered by ethnographic practice, such
as culture, experience and reasoning in
the current situation.
ACTIVITIES:
What are the modes people work in, and the specific activities and
processes they go through?
INTERACTION:
What is the nature of routine and special interactions between people,
between people and objects?
PRODUCTS:
What are the products and devices people have in their environments
and how do they relate to their activities?
Why these activities?
Why these interactions?
Why these products?
PEOPLE:
Who are they? What is people’s role in the activities?
Why these people ?
NEEDFINDING WORKBOOK >> OBSERVE > TOOLKIT 1 16

Tool:
Work Steps
Worksheet
What are the most central steps that must be accomplished in getting the work done?
WORK STEPS:
SEARCH ORDER ENJOY PAY
In looking for user needs, it is most
OUTPUT:
The nearest coffee bar Place an order A cup of American coffee,
a cake and satisfaction
Get an experience
effective to examine what use actions
that exist. Within each of these discrete
process steps lie multiple innovation
opportunities for making the work
WHAT
HAPPENED:
A tourist is searching for a
great coffee bar for lunch
in a strange town.
Queueing takes time;
waiting for the waitress to
take the order.
Not only enjoy the food,
but also add value to have
fun
Go to cashier desk and
know how much spent.
Pay by cash or credit card.
simpler, easier and faster.
Start with the experience you are observing (e.g.
buying coffee)
From the user’s point of view, mentally step back to
the earliest stage of the process (e.g. thinking about
coffee, or waking up, etc.)
Step through every element of the process, recording
it.
Analyze your map: what happens at each of these
stages? Why? How do the stages relate? What
opportunities do you see?
IMPACT
ELEMENTS:
OPPORTUNITIES:
• Signboard
• Location
• Price
• Style etc
Identifiable sign,
website, homepage
Google searching
Online advertisement
• Number of customers
• Menu
• Number of waitresses
• Queue length
• Information
• Order by iPad
• Online booking
• E-menu
• Quality of products
• Music
• Tableware
• Service experience
• Interaction design
• Unique Decoration
• Media equipment
• Free wifi
• Discount
• Service experience
• Method of payment
• Online payment
• Automatic payment
• Mobile phone
payment
NEEDFINDING WORKBOOK >> OBSERVE > TOOLKIT 2
17

INTERACT
Observation alone can’t tell needfinders everything they want to know.
Observation may offer occasional indirect indications about user behaviors,
but generally doesn’t give clear access to user’s reasoning and emotions
(experience). To better understand these motivating factors, interview and
interact with people and product after the observed activities have been
completed to understand the context in which those activities just occurred.
OUTPUTS
Deeper understanding of needs
Barriers & constraints
Ownership cycle
Interviews
Documentation
Patterns
NEEDFINDING WORKBOOK >> INTERACT 18

1. Interact within an
ownership cycle
From a product lifecycle point of view, the
Ownership Cycle Framework tool provides
provides a structure to help needfinders to obtain
insights into user experiences by interacting with
products and people. As an example, interview
people about their needs in the purchase phase,
interact with the product by yourself, etc.
Disposal
Replace
Upgrade
Purchase
Receive
Install
Maintain
Set up
Store
Transport
Learn to use
Interface with
NEEDFINDING WORKBOOK >> INTERACT > STEPS OF INTERACT 19

Intro
Grand Tour
Build rapport
Kick-off
Reflection
Wrap-Up
2. Launch an interview
3. Record information in the user’s terms
Visually, the interview process might look like this:
Introduction: describe your purpose. Outline the interview.
Kick-off: Shift the focus to them by introducing themselves and
their lives.
Build rapport: Make sure that there is a personal connection.
Grand Tour: Explore the details of the user’s environment from
both a physical and a mental perspective. Look for critical issues
and disconnects.
Reflection: Review what you have learned, discussion of why?
Wrap-Up: Amazing things happen when the interview is over.
When documenting a discussion with a user, record the person’s
statements in his or her own words as much as possible. Take notes
about what user talks about, so you can reflect on what happened. Words,
drawings, photographs, and video clips can come in handy.
NEEDFINDING WORKBOOK >> INTERACT 20

KEEP IN MIND:
HOW TO
INTERACT
Look for difficulties or
obstacles
They could be problems user faced or
will potential face. Needs always hide
behind difficulties of user’s activities.
Interview in the customer’s
environment
Conduct interviews in context, while the
issues are still fresh in the person’s mind.
In these types of interviews, customers
can walk through the process under
the second time of study, explaining
emotions and reasoning as they go.
Pretend you don’t know
When meeting with the user, ask openended
questions, even if you think you
may already know how they’ll answer.
You might be surprised.
Give an example
Look for patterns
If no current product exists, users have
nothing to base their opinion on. Bring a
photo or a model of a specific product,
which you want to discuss with the user.
Build your interview on it.
Once you talk to several people, you
may see and hear some of the same
things come up. Note these patterns, as
they can help you identify their common
issues and needs.
NEEDFINDING WORKBOOK >> INTERACT > STEPS OF INTERACT 21

Tool:
Interview
Worksheet
LEAD USER
LOW-END USER
AVERAGE GROUP
DATE
INTERVIEWEE
PHASE
The interview worksheet is a
framework to help record interviews
with different user groups.
QUESTIONS?
Question should be:
1. Open and specific
2. Go broad
3. Stories of recent past
4. Aspirations for the future
5. System-based questions
5 WHYS
Ask “Why?” at least five times. This forces people to examine and express the underlying reasons for their behavior and attitudes.
ANSWER (VoC: voice of the customer)
A1:
A2.
A3.
NEEDFINDING WORKBOOK >> INTERACT > TOOLKIT 1 22

TRANSLATE
Once data is collected, the final stage of the needfinding process is to translate
the findings and revise the finding goal. This phase emphasises that the
interpretations of people’s needs should be framed in terms of what problems
have to be solved to improve the situation. These transitions are translated into
need statements and are prioritised into a hierarchy of importance.
OUTPUTS
Need statement
Need assessment
Need matrix
Defining opportunities
NEEDFINDING WORKBOOK >> TRANSIT 23

1. Create brief need statements 2. Create images statement
Translate the information collected into statements describing customers’
needs.
Here is a simple method to help you translate and reframe your finding
template of customer’s statements.
This step helps us to find a connection between observation and interpretation
of what we see, revealing our biases and lenses through which we view the
world.
People: Represents Role, job, age, gender, education. etc.
Goal: Represents Satisfiers, desires of people doing their job.
Reason: Represents Insight behind the user’s problem statement. ,
contextual, solution based.
NEEDFINDING WORKBOOK >> TRANSIT > STEPS OF TRANSIT 24

KEEP IN MIND
The statement must reflect the user’s definition of value.
The statement must have universal acceptance.
The needs statement must not include or mention a specific
technology, solution or product or service feature.
The needs statement must not include ambiguous terms.
The needs statement must be brief.
The terminology used in the needs statements must be
Rules for creating a
needs statement
consistent.
NEEDFINDING WORKBOOK >> TRANSIT > KEEP IN MINDW
25

Tool:
Needs Statement
Worksheet
Person
EXAMPLE
Lucy is a waitress
This needs statement worksheet is
designed for recording needs in a simple
way.
Just write down three things: a person’s
context, his or her goal and reasoning
behind this goal. You will find it is an
effective way to translate a problem to a
need statemen.
wants a way to
because of
make order easier and faster
She always takes more than
15min to help customer understand
various of dishes by a
textual menu without images of
foods.
People: Represents Role, job, age, gender, education. etc.
Goal: Represents Satisfiers, desires of people to doing their job.
Reason: Represents Insight behind the user’s problem statement,
contextual, solution based.
NEEDFINDING WORKBOOK >> TRANSIT > TOOLKIT 1 26

Tool: Observe &
Interpret
After capturing dozens of images
from user environments, organising
them becomes hard work when you get
back to the office. This template provides
three steps tto help you interpret images
and bring them into the design process.
PROBLEM
WHAT DO YOU SEE HAPPING IN THIS IMAGE?
Describe only what you see, don’t interpret yet
REASON
WHAT IS THE REASON FOR THIS PROBLEM OR BEHAVIOR ?
List different possible interpretations that might explain this person’s behavior.
HOW MIGHT WE
WHAT IS POTENTIAL SOLUTIONS OR OPPORTUNITIES?
Opportunities start with the phrase “HOW MIGHT WE...?” to suggest a mindset of possibility.
NEEDFINDING WORKBOOK >> TRANSIT > STEPS OF TRANSIT 27

Tool: Need Matrix Worksheet
NEED ENVIRONMENT PEOPLE
ACTIVITIES REASON OPPORTUNITIES
(work process) (Problems) (list more ideas)
CONTEXT
RANK
(importance 1-5)
Make order easier and
faster
A downtown restaurant,
with 20 tables, 200m2
Lucy is a waitress
Order food
She always takes more than
15min to help customer
understand various of dishes
by a textual menu without
image of foods
> iPad menu
> Menu with photos
> Online book
> User’s mobile
> Pre-order at home
A traditional Mexican
restaurant, company
employees who have less time
to wait around
5
Instructions
Fill out a template based on the need statement you created. Focus on being highly specific with the EAIPP perspectives from Observe phase.
Need: Use content of “Achieve goal” from need statement
Environment: Specify the industry, character, function, condition,
location, environmental impaction. etc.
People: Role of people from your statement.
Activities: Which step of work process or ownership cycle
Reason: Use content of “Reason” from need statement
Opportunities: List as many potential solutions as you can come up with.
Product or service, technologies.
Context: specific culture, insights of user behaviors and real conditions.
Rank: Important of this need item for user’s life or work. Rank from 1 to 5.
NEEDFINDING WORKBOOK >> TRANSIT > TOOLKIT 1 28

CONCLUSION
Needfinding offers product developers an effective way of understanding users, with strong benefits
for both marketers and designers. The methodology outlined here is a broad overview of how those involved
in product development can discover opportunities for competitive advantage.
Needfinding is not the exclusive territory of any single discipline; both marketers and
designers need to work together to discover users’ needs. These needs, in turn, suggest areas of innovation
for designers, as well as new markets that await development. The result is a dialogue between company
and customer rather than between marketing and design. In this way, both groups can work together to
create innovative new solutions and leap past competitors devoted to incremental change.
NEEDFINDING WORKBOOK >> TRANSIT > CONCLUSTION
29

Authors &
Acknowledgements
Yan Zhang
Works in field of need-driven innovation.
Graduated from Msc, Product-Service System
Innovation, School of Engineering, Blekinge
Institute of Technology (BTH).
The NEEDFINDING Workbook is based on a collaboration between Blekinge Institute of
Technology (BTH) and the Faculty of Engineering at Lund University (LTH), merged with the
knowledge and experience with a range of industries (e.g. automotive, city living and service
2.0), nonprofit, and government groups.
Ye Li (Contributor)
BA, College of Design and Art. TONGJI University.
Thank you to Professor Tobias Larsson (BTH) and to Associate Professor Andreas Larsson
(LTH) for your enthusiasm, inspiration, knowledge support by giving feedback and inputs
constantly, and for your belief in the need for user-centered mindsets in product innovation.
Jenny Elfsberg, thank you for your generosity and open mindset to bring this project up,
supporting us to engage with Volvo Construction Equipment in the search for practical and
truly useful user-centered innovation practices.
The funding from KK Foundation and the Model Driven Development and Decision Support
research profile is highly appreciated, as well as the support from Volvo CE.
NEEDFINDING WORKBOOK >> AUTHOR & ACKNOWLEDGEMENTS 30

Sources
Yan Zhang, Xi Chen, Value-Driven Needfinding for Early Product-Service System Development. A study in Collaboration with
Volvo Construction Equipment in the Chinese Market. Blekinge Institute of Technology, Karlskrona, Sweden.2012
Larsson, A. 2005. Engineering Know-Who: Why Social Connectedness Matters to Global Design Teams. Doctoral Thesis.
Luleå University of Technology
Carleton,T., Larsson, A., Bill, S. 2011. MOVE beyond great ideas. Workshop Facilitation Handbook.
Ericson, Å. 2007. A Need-Based Approach to Product Development. Doctoral Thesis, Luleå University of Technology
Patnaik, D., Becker, R. 1999. Needfinding: The Why and How of Uncovering People’s Needs. Design Management Journal.
(1999),10, 2, 37-43.
Ulwick,W.,Anthony, 2007. An Introduction to Outcome-Driven Innovation. Harvard Business Review, May,1-10
NEEDFINDING WORKBOOK >> SOURCES
31

Licensing &
Usage
The NEEDFINDING workbook is available is available as a free download to individuals, companies, and
organizations for internal development and general non-commercial purposes. To download, please visit:
www.needbeat.com
Companies interested in applying the NEEDFINDING workbook with additional facilitation support may contact us at
info@needbeat.com for more details.
Share your story about needfinding
We’d love to hear how your groups have been using this workbook.
info@needbeat.com
NEEDFINDING WORKBOOK >> LICENSING USAGE 32

Appendix
NEEDFINDING WORKBOOK >> APPENDIX
33

Stakeholder
Matrix
Worksheet.
Research Subject
Stakeholder
Activities
Key
Stakeholder
Correlation
NEEDFINDING WORKBOOK >> APPENDIX
34

PPIEA
Worksheet
INDUSTRY PLACE DATE
OBSERVE DIMENSION USER EXPERIENCE WHY (reasoning)
ENVIRONMENT:
ACTIVITIES:
INTERACTION:
PRODUCTS:
PEOPLE:
NEEDFINDING WORKBOOK >> APPENDIX
35

Work Steps
Worksheet
What are the most central steps that must be accomplished in getting the work done?
WORK STEPS:
OUTPUT:
WHAT
HAPPENED:
IMPACT
ELEMENTS:
OPPORTUNITIES:
NEEDFINDING WORKBOOK >> APPENDIX
36

Interview
worksheet
LEAD USER
LOW-END USER
AVERAGE GROUP
DATE
INTERVIEWEE
PHASE
QUESTIONS?
5 WHYS
ANSWER (VoC Voice of the Customer)
NEEDFINDING WORKBOOK >> APPENDIX
37

Need
Statement
Worksheet
TEMPLATE OF NEED STATEMENT
Person
NAME
want a way to
GOAL
because of
REASONING
NEEDFINDING WORKBOOK >> APPENDIX
38

Observe &
Interpret
Worksheet
PROBLEM
WHAT DO YOU SEE HAPPING IN THIS IMAGE?
REASON
WHAT IS THE REASON FOR THIS PROBLEM OR BEHAVIOR ?
HOW MIGHT WE
WHAT IS POTENTIAL SOLUTIONS OR OPPORTUNITIES?
NEEDFINDING WORKBOOK >> APPENDIX
39

Need Matrix Worksheet
NEED ENVIRONMENT PEOPLE
ACTIVITIES REASON OPPORTUNITIES
(work process) (Problems) (list more ideas)
CONTEXT
RANK
(Importance 1-5)
Instructions
Fill out a template based on the need statement you created. Focus on being highly specific with EAIPP perspectives from Observe phase.
Need: Use content of “Achieve goal” from need statement
Environment: Specify the industry, character, function, condition,
location, environmental impaction. etc.
People: Role of people from your statement.
Activities: Which step of work process or ownership cycle
Reason: Use content of “Reason” from need statement
Opportunities: List as many possible solution as you can. Product or service,
technologies.
Context: Specific culture, insights of user behaviors and real conditions.
Rank: Important of this need item for user’s life or work. Rank from 1 to 5.
NEEDFINDING WORKBOOK >> APPENDIX
40

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