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In seeking answers to these questions, the project will conclude with a respectful
blueprint for TakeMeTour’s future innovation needs, proposing solutions to anticipated
changes, unforeseen challenges, and how they may be met with the confidence to
embrace them as opportunities.
1.3 METHODOLOGY
‘It’s surprising how frequently policymakers solve the wrong problem; a problem perceived
in one way by the outside world but totally differently by those actually experiencing it.’
(Hilton, 2015, p.25)
A selection of tools and techniques applied in previous research activity at Hyper Island
have been selected to ensure the most appropriate research practises to identify the
correct problems and appropriate solutions.
1.3.1 TOOLS
AGILE
Agile working is a response to the historical hierarchical approaches to managing
projects, creating new ways for teams to adapt quickly to turbulent markets by taking
them out of silos and encouraging customer-centric self management instead (Rigby et
al, 2016).
The ‘Manifesto for Agile Software Development’ emphasises four core principles,
which help achieve this (Cervone, 2011):
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
The flexibility that Agile offers is suitable for conducting this research project as there are
multiple unknowns and an unspecified desired outcome. It may be necessary to adapt
and alter my approach as the project develops, therefore Agile principles are suitable
for responding to the unexpected and allowing the project to be led by discovery, rather
than belief.
DESIGN THINKING
‘Design Thinking is a human-centred approach to innovation that draws from the
designer’s toolkit to integrate the needs of people, the possibilities of technology, and the
requirements for business success.’ – (Brown, IDEO, no date)
This project will likely require the use of empathy, therefore as Design Thinking is about
a deep understanding of the lives of the people being designed for, it obliges an open
mind, rather than the selling of one’s own ideas (Hilton, 2015).
DOUBLE DIAMOND
The design process can be convoluted and misunderstood by those who do not
consider themselves designers. Aiming to address this, a prominent model that gives
Design Thinking structure is the British Design Council’s Double Diamond, Fig. 1, which
guides the design thinker through two diamond shaped journeys, using the concept of
divergent and convergent thinking in order to arrive at two touch points to define and
deliver a solution. This project will use the following Design Thinking framework:
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