Human design centered methods tools

03/10/13 Recruiting Tools

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Recruiting Tools

Recruiting the right participants is important to the success of your project.

Identify questions to ask to help you find a broad range of participants. Work to find people who represent abalance of gender, ethnicity and class as well as a full range of behaviors, beliefs and perspectives. Keep track

of the people you have spoken with and those you plan to speak with. It is helpful to record information aboutthe types of participants and the characteristics of groups and locations.

Time:30-60 Minutes

Difficulty:Moderate

Materials:

PenNotepad

Participants:

interviewersinterviewees

The HCD Toolkit and all HCD methods are licensed under:

Instructions for this Method

http://creativecommons.org/licenses/by-nc-sa/3.0/

03/10/13 Recruiting Tools

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1. Refer to Extremes & Mainstreams to help you develop the spectrum along which to recruit, identifylocations for interviews and to recruit community contacts and participants.

2. Following your interviews, ask participants for help identifying others to interview. Use questions

that help you find participants along the entire spectrum of your research.

3. Keep track of those you spoke with and plan to speak with by recording information for eachgroup or individual interview. See Practical Pointers below for an example template. You’ll want torecord: Group meeting location, village name, and any unique characteristics of the site (such as

seasonal flooding). Also, Individual participant name, participant type (such as successful villager,person struggling to survive, large family with relatives in the city, female headed household).

Tips

Some communities may be resistant to male team members interviewing women. Make sure female staff

help recruit and interview women. When interviewing women, interviewers may need permission frommale family members or community leaders.

Group sessions are a great way to identify participants for the individual interviews. However,

communities may want to showcase only the most successful constituents or male community members

to your team.

Research with communities and individuals often involves issues of identity, power, and politics. To helpthink through these issues, use the Identity, Power & Politics Worksheet

03/10/13 Community-Driven Discovery

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Community-Driven Discovery

Consider recruiting members of the community to be the primary researchers,translators, designers or key informants for your project.

By asking respected community members to lead the research, your team will gain expertise, insight andperspective. The involvement of community members with strong relationships or a reputation for intelligenceand fairness may help other participants to express their concerns openly and honestly. These research

partners can also help interpret the meaning and motivations behind the statements of other participants.

Time:2-4 Days

Difficulty:Difficult

Materials:

PenNotepad

Participants:

Design teamCommunity members



03/10/13 Community-Driven Discovery

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1. Before starting a project using Community-Driven Discovery, work to understand the relevantdynamics and power relationships of participants. Community politics can sometimes transform

your research project into a community battle for access to the resources of you and your team.Even the incorrect perception of favoritism can be damaging to your project.

2. Identify a few people in the community who will be good members to have on the design team. Tryto ensure that these individuals are trusted, respected members of the community, that they are fair

and unbiased, and have no personal stake in the results of the design solutions.

3. Decide how you will compensate these individuals. Sometimes it will be appropriate to pay them asalary based on what other members of the design team are getting paid, while in other situations,non-monetary gifts are more appropriate. If you are uncertain, seek advice.

4. Integrate these community design team members at every point in the project, valuing their

knowledge of the community dynamics and needs.

Tips

When identifying participants, it may be helpful to include people in the community who are particularlyinnovative or who have been doing things out of the ordinary in order to achieve success. Consider how

might you partner with these individuals to inspire new solutions. Learn by leveraging their innovationsand knowledge.

Check out the following tools for assistance designing your interview: Identity, Power & PoliticsWorksheet

03/10/13 Expert Interviews

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Expert Interviews

If you need lots of in-depth or technical information in a short period of time,consider engaging an expert to supplement your primary research.

Others may have already done research relevant to your project. Experts can help you to learn about thehistory and context of a particular community or topic, understand the regulations that might affect design andimplementation of solutions, or provide you with information about new or developing technologies.

Time:1.5-3 Hours

Difficulty:Easy

Materials:

PenCameraNotepad

Participants:

InterviewersInterviewees



03/10/13 Expert Interviews

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1. Decide if an Expert Interview is the best way to get the information you need and identify the areasor topics that you would like to talk to experts about.

2. Find and recruit experts. Tell them about your project and the intended length of time you willspeak with them. Try to speak with people who have different opinions on the topics to challengethe team to think in new ways.

3. Return to some of these experts during the Feedback portion of the project. Experts can beparticularly helpful when there is something tangible for them to respond to.

Tips

Expert interviews are not a substitute for primary research with participants and communities. Experts

can overstate their expertise or develop their own assumptions and biases that can stifle innovation.

If possible, interview experts with different points of view on a topic in order to balance out biases.

Remember that the real experts are the people you’re designing for. Don’t ask experts for solutions or

take their ideas as the final solution.

Check out the following tools for assistance designing your interview: Identity, Power & Politics

Worksheet

03/10/13 Extremes and Mainstreams

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Extremes and Mainstreams

When recruiting participants, try to include opposite “extremes” and the“mainstream” in between, in order to hear a full range of behaviors, beliefs andperspectives.

A good balance includes equal numbers of three types of participants. One-third of participants might be theextreme who are successful, adopt new technologies quickly and exhibit desirable behaviors. One third may be

the opposite extreme, those who are very poor, resistant to new technologies or exhibit problematic behaviors.The final third represents the mainstream in the middle.

Time:30-60 Minutes

Difficulty:

ModerateMaterials:

PenNotepad

Participants:

Design team



03/10/13 Extremes and Mainstreams

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1. Determine the spectrum (or range) of participants you’ll recruit. Decide on several options (i.e. highincome to low income, early adopter to risk averse, large landholder to landless). Narrow your

options to one or two relevant spectrums to make sure “extremes” are covered in your research.

2. Identify locations to recruit participants. You may be able to ask stakeholders to list good areas forthis research. Choose 2-5 varied field sites (i.e. a dry and a wet site or a site in a central districtand one that is remote).

3. Select appropriate community contacts to help arrange community meetings and individualinterviews. Make sure community contacts include men and women.

4. Throughout your interviews, ask participants for help identifying others you can speak with.

Tips

Extreme participants help to unearth unarticulated behaviors and needs of the rest of the population, but

are easier to observe and identify because they feel the effects more powerfully than others.

As you work to identify a range of participants, consider the types of questions you might ask. If youare looking for participants along the economic spectrum you might ask: “Can you introduce me to a

family who cannot afford to send their children to school or to a family who has been able to send all of

their children to school?” “Can you introduce me to a family who has not been able to affordmaintenance or repairs to their home?” “Can you introduce me to a family who has experienced a recent

setback (medical problems, bad harvest, etc.) or to a family who has overcome a recent setback?”

03/10/13 Phrase the Challenge

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Phrase the Challenge

You can use this method to identify criteria, establish a point of view and write anappropriate Design Challenge.

Your challenge will guide the questions you ask in the field and the solutions you develop later in the process.A good challenge is framed in human terms (rather than technology, product, or service functionality), with asense of possibility. It is both broad enough to allow you to discover areas of unexpected value and narrow

enough to make the topic manageable.

Time:1-5 Hours


Materials:

PenNotepad

Participants:

Design teamCommunity leadership



03/10/13 Phrase the Challenge

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1. Your design team will work with leadership and/or the people you are designing for, to identify alist of criteria for the challenge. Criteria might answer these questions: Does it need to fit into a

certain timeframe? Does it need to have a geographical or topical focus? Does it need to fit into anexisting initiative? Does it need to explore new opportunities?

2. Keeping these criteria in mind, make a list of the challenges people are facing.

3. Re-frame those challenges in a broader context and from the point of view of those you aredesigning for.

4. Choose the top two or three challenges based on your criteria. Work together to narrow the list to

one specific challenge.

5. Write a succinct, one-sentence Design Challenge to guide the design team. Make sure to phrase

the challenge in human terms with a sense of possibility. It is helpful to start the Design Challengewith an action verb such as “Create”, “Define”, “Adapt”, etc. Or phrase the challenge as a question

starting with: “How can...?”

Tips

Example of a well-phrased design challenge: “Create savings and investment products that are

appropriate for people living in rural areas.”

The challenge you choose may be related to adoption of new technologies, behaviors, medicines,products, or services. This might lead to framing a design challenge that is organization-focused, such as

“How can we get people in villages to adopt savings accounts?” Instead, work to re-frame the challenge

in a more human-centered way, such as “How can we create a financial safety net for people invillages?”

03/10/13 Storytelling With Purpose

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Storytelling With Purpose

When you tell a story, you transform what you heard during research into dataand information that your team can use to imagine opportunities and solutions.

One team member’s specific, descriptive and timely story can become shared knowledge and provideinspiration to the whole team. Because stories are accounts of real people, real situations and specific events(not general statements or summaries) they provide concrete details that help you address particular problems.

Time:4 Hours - Days

Difficulty:Easy

Materials:

Post-it notesMarkersLarge paper or flip padsTape

Participants:

design team



03/10/13 Storytelling With Purpose

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1. Gather the design team together in a room with plenty of wall space. Optimally, the team should besitting in a circle. Distribute post-it notes and markers. Have a flip pad or large sheets of paper

nearby, as well as tape to attach these sheets to the wall.

2. One team member begins by sharing the story of the person(s) they met. The storyteller tries to beboth specific (talking about what actually happened) and descriptive (using physical senses to givetexture to the description). They should report on who, what, when, where, why, and how.

Proceed to have team member tell their stories person by person, one at a time.

3. While one storyteller speaks the rest of the team captures notes, observations, and thoughts on thepost-its. Try to capture everything that is said during story sharing in a note: life history, householddetails, income, aspirations, barriers, quotes, and observations. Notes should be small pieces of

information (no longer than a sentence) that will be easy to remember later.

4. Stick all the post-it notes to the flip pads or large pieces of paper on the wall.

Use one large sheet per story. When the story is finished, hang it on the wall and move on to thenext story. At the end of story sharing, you will have many sheets lined up on the wall with

hundreds of post-it notes. Consider this shared information as a group and begin to imagine

opportunities and solutions.

Tips

Share stories with your team soon after research so that details are not forgotten.

It helps to begin stories with “One time…” or “After such and such happened…”

Some techniques for effective sharing include:

Gather your notes, photos, and artifacts prior to story sharing. If possible, print the photos and display

them on the wall to refer to.

Tell stories person by person, one at a time. Group meetings can be told as the story of a particularcommunity.

Split information into small pieces to make it memorable. Make each piece no longer than this sentence.Use vivid details and descriptions.

Try to avoid:

GeneralizingPrescribing (they should, would, could…)

Hypothesizing

JudgingEvaluating or assuming

03/10/13 Create Frameworks

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Create Frameworks

A framework is a visual representation of a system that illustrates elements andrelationships.

When you create a framework, you put the specific information you have gathered from stories into an easilyvisualized system. This helps you to contextualize information and see the issues and relationships in a clear,holistic way. You can use the framework as a tool for discussion and as a means to develop or build upon key

insights. Not all Design Challenges will yield or require frameworks.

Time:1-2 Hours


Materials:

PenNotepad

Participants:

design team




03/10/13 Create Frameworks

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1. Gather the team to share stories. Ask team members to listen for moments in story sharing whenthe topic fits into a larger system or is linked to another piece of information.

2. When team members suggest structures or relationships between things, ask them if they can draw

what they are saying. Consider using the example framework types shown in Practical Pointersbelow: Process map, Venn diagram, Relational map and Two-by-two matrix.

3. Allow some time for your team to play with re-drawing their framework several times until they feelit represents what they want to say in a robust way. Then discuss what the framework implies for

the people you are designing for, the community and your organization. Capture any insights andadd them to your Insight list.

Tips

Dual Frameworks: Sometimes, it will make sense to create two different frameworks, one from the

perspective of women in the community and one from the male perspective. To determine whether you need todo this, consider how women’s stories differ from those of men. Does a participant’s gender influence his or

her stories about household activities, income opportunities and barriers, and market relations? Is gender itselfa theme? Think about creating two different frameworks that will yield different sets of opportunity areas for

women and men.

03/10/13 Empathic Design

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Empathic Design

This approach to problem solving begins with peoples’ thoughts and feelings.

Your design team will work to develop empathy and connect emotionally with the people you are designingfor, in order to understand the problems and realities of their lives. Ideally, your team will do research across

many different groups of people and “walk in their shoes’’ before trying this method.

Time:Days - Weeks

Difficulty:

ModerateMaterials:

Pen

CameraNotepad

Participants:

interviewerintervieweecommunity members



1. Encourage the team to connect both rationally and emotionally with people you are designing for.

Try out their experience first hand. Feel, see, and hear as they would while going about this activityand day.

2. Remember your task is to understand and empathize with people, not to judge them, theirbehaviors or decisions. Cultural differences are important to recognize.

3. Make sure the team has spoken with enough people in the HEAR phase to develop empathy. Ifnot, go back to the field and conduct more research.

Tips

If you plan on employing empathic design methods, it is important to do research across many different


03/10/13 Empathic Design

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groups of people.

Consider using empathic design when: the design team has the skills required to develop solutions, thesolutions you are seeking are “new to the world” or community politics make it difficult to select a few

individuals to work with.

Include men and women in the design team to ensure a balance of perspectives.

When possible, recruit members of the community with the skills needed to be members of the designteam.

While the design team generates solutions, you should always have the people you are designing for inmind.

03/10/13 Extract Key Insights

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Extract Key Insights

Dig into your research and you’ll be surprised to uncovering hidden meanings.

Insights are revelations, the unexpected things that bringing visibility and clarity to your research. As youextract key insights you’ll turn individual stories into overarching truths and you’ll come to see your Design

Challenge in new ways.

Time:45-60 Minutes

Difficulty:Moderate

Materials:

Post-it notesMarkers

Participants:

design team



1. After completing the Storytelling with a Purpose method, ask the team to go to the wall with all the


03/10/13 Extract Key Insights

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stories and choose five key post-its (stories, quotes, observations) that are most surprising,

interesting, or worth pursuing. Edit out the details that are not important.

2. Group these important notes into related thoughts. If some of the thoughts are linked, take several

related pieces of information and re-write them as one big one.

3. Write a succinct insight statement that summarizes the big idea for each grouping. Write this on anew post-it note.

4. Post these new insight post-its where all can see. Refer to them as you move towards real-worldsolutions.

Tips

Example Insight: A combination of an observation and quote from an interview yielded the following Insight.

Observation: Farmers rely on farming information from their friends and neighbors, though they know

this knowledge is limited.

Quote: “If the Privatized Extension Agent lived outside my area, I would want to visit his farm so I couldsee his production.”

Insight: Trust-building and knowledge sharing happens through ‘seeing is believing.’

Work at the same level. Check that the insights sit at the same level — that they are all big thoughts. If you find

you have some lower level insights, consider whether they might be reframed at a higher level. If they need tobe dropped a level, they may be best talked about as needs that inform and support the Insight.

Remember P.O.I.N.T., a handy technique for translating the problems and needs identified in storytelling into

Insights and Themes.

P = Problems

O= Obstacles

I = Insights

N = Needs

T = Themes

03/10/13 Find Themes

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Find Themes

Finding themes is about exploring the commonalities, differences, andrelationships between the information you’ve gathered, in order to find meaning.

Begin by grouping data and sorting your findings into categories or buckets. Cluster related ideas into themes.Consider the relationship between them and look for patterns. You can group and re-group the data indifferent ways to help you identify opportunities.

Time:30-60 Minutes

Difficulty:Easy

Materials:


Participants:

design team



1. Have the team go to the wall or board where they have placed their key story and insight post-its


03/10/13 Find Themes

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and select the five most interesting quotes, observations and/or insights.

2. On a new board, sort these into categories or buckets, and then cluster the related ideas intothemes.

3. Ask the team to look for patterns and consider the relationship between categories. Check tomake sure the themes are at the same level and covering the same things. If a theme is too specific,find the bigger idea. If a theme is too broad or has too many different ideas under it, break it downinto several buckets.

4. Try moving the post-its around to re-group the data in different ways. Get input from the teamand/or expand to seek input from a broader group.

5. When finished sorting, give each theme a title on a new post-it. Make sure there is enough spacebetween or below the different theme categories for the next step of identifying opportunities.

Tips

Creating themes can be an engaging and rewarding experience, as you start to group and transform the databefore your eyes. Some good techniques for doing this are:

Work together as a team to decide how to create buckets and themes.

Arrange and re-arrange the post-its on the wall until the team is satisfied with the groupings.

If there is a theme that contains almost all the post-its, break it out into several smaller themes. Try to see not only the connections, but also the relevant differences between the information.

Remember P.O.I.N.T., a handy technique for translating the problems and needs identified in storytelling into

Insights and Themes.

P = Problems

O = Obstacles

I = Insights

N = Needs

T = Themes

03/10/13 Try Out A Model

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Try Out A Model

For a solution to succeed, you’ll need to design a sustainable revenue stream.

There are several fee models your team can try out to see if your ideas are viable. Consider what a solutionmight look like if it were offered in a variety of different ways, such as by subscription, subsidy or pay-per-use.

Time:

1 HoursDifficulty:

DifficultMaterials:

Large paper or flip padMarkers

Participants:

design team

The HCD Toolkit

and all HCD methods are licensed under:


1. Make sure the team has identified: how each solution will provide value; how much it is worth tothe end user and; who will pay for the product or service. With this information you are ready toconsider how much people will pay and how payments will be received.


03/10/13 Try Out A Model

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2. Focusing on one solution at a time, ask the design team to try out different fee models for each.This can be done as a large team, or small groups of two or three can take on individual solutions.

3. Write your list of “Revenue Models” on a large paper or flip pad. Ask the team to go through list

and consider what each solution would look like if it was offered in each of the following ways:Membership/Subscription, Give the product—share the income produced, Give the product—sellthe refill, Subsidize, Give the product—sell the service, Service only, Pay-per-use. Write all theanswers on the flip pad.

4. If the team has split into smaller teams, have the group come back together to share. Review eachof the solutions and discuss which of the fee models works best and why.

Tips

When assessing the viability of your revenue models, consider the following:

End User Value (sometimes called a “Customer Value Proposition”)

What is the value for the end user? Refer back to prototypes and participant feedback, highlighting theaspects participants found most important.

How much is this worth to them?

Revenue sources

Is the solution a product, a service or both? How much do users pay? How do they pay: in cash, in

kind, in labor, in other?Participant Incentives (sometimes called “Stakeholder incentives”)

How does this solution deliver value to each participant involved? What are their incentives to

participate or help this solution?What are challenges or disincentives? How might you adapt the solution to encourage others’

participation?”

03/10/13 Capabilities Quick Sheet

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Capabilities Quick Sheet

To make a solution feasible you’ll need to think about where and how yoursolution will be used or experienced.

Consider the capabilities of your organization and who you can partner with to enhance those capabilities.Answer the questions on this Capabilities Quick Sheet to help you identify the range of human,

technological, financial and distribution capabilities needed to make your solutions real.

Time:1 Hours

Difficulty:Easy

Materials:

Large paper or flip padsMarkers

Participants:

Design Team



1. Focusing on one solution at a time, ask the design team to go through the following questions.


03/10/13 Capabilities Quick Sheet

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2. Write “Distribution” on a large paper or flip pad. Ask team members to answer the followingquestions and capture answers on the pad.

Who are all the possible participants who could deliver this solution? Where, when, how and why

might the user experience this solution? Which participants, groups and channels will touch thesolution? What other channels could be used to reach users? What is the range of possible waysthis solution could be delivered? What are the pros and cons of each of the different deliverypossibilities?

3. Write “Capabilities Required” on a separate paper or flip pad. Ask team members to answer thefollowing questions and capture answers on the pad.

What human, manufacturing, financial, and technological capabilities are required for creating anddelivering this solution? Which of these capabilities do we have in our country or local

organization? Which of these capabilities exist somewhere else in our network or internationallocation? Which capabilities will need to be found in partners? Would we need to grow anycapabilities on this list?

4. Write “Potential Partners” on a separate paper or flip pad. Ask team members to answer thefollowing questions to create a list of potential partners. Capture answers on the pad.

What organizations or individuals have capabilities that we do not? Prioritize them. What is ourrelationship with them currently? How might we reach out to them and show the value of engaging

with our organization on this solution? What is the first step you would take to pursue the toppartners identified?

Tips

The capabilities of your organization and partners will help inform the feasibility of your solutions.

Begin by thinking about the experience of the end user—where and how the community members or

end-user will purchase or experience this solution. Then identify the range of capabilities required formaking this real.

A challenge for the design team is to identify many possible models for delivery that leverage differentpartners and channels.

03/10/13 Evaluate Outcomes

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Evaluate Outcomes

Evaluating outcomes is important to the learning cycle.

Measure, assess and evaluate the impact of your solutions in order to learn, plan, iterate and create new designchallenges. A good assessment of a solution provides an opportunity for reflection that will inform the direction

and goals for the next round of designs. Measurement also helps stakeholders understand where to best investtheir resources and how to plan for the future.

Time:1-2 Hours

Difficulty:Easy

Materials:

PenNotepad

Participants:

Design Team



1. Evaluation has many stakeholders, including constituents, community leaders, government officers,


03/10/13 Evaluate Outcomes

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funders, and others. When developing a plan to evaluate outcomes and impact, engage as many of

these stakeholders as possible. Work to define what success looks like from these multipleperspectives.

2. Have the team discuss various measurement methods. Refer to methods you have already tried andbrainstorm new methods that might be necessary to achieve your specific goals. Decide which ofthese are appropriate for the challenge and which speak to the interests and goals of the differentstakeholders.

3. Develop a plan that includes a mix of qualitative and quantitative methods that will help the teamkeep learning about how to improve upon solutions and how to deliver those solutions moreeffectively.

Tips

Outcome evaluation should not be a hurdle to the implementers, grantees, or design team. By viewingthis phase as a continuation of design and opportunity for learning, outcome measurement can be a

rewarding experience for everyone.The measurement process is iterative – return to stories and feedback based on learnings from

quantitative measurements, and use stories and feedback to discover which variables to include in

quantitative studies.

03/10/13 Implementation Timeline

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Implementation Timeline

After trying the Innovation 2x2 method, plot your findings into an implementationtimeline for your organization.

Typically, innovations in the incremental category belong early in the timeline and revolutionary innovationsfurther out. Look at relationships of solutions to see whether initiating one solution will build the relationshipsand partners needed for another solution. Consider which solutions are within the scope of currently funded

programs. Assign owners to pursue next steps for each solution.

Time:30 Minutes

Difficulty:Easy

Materials:


Participants:

Design Team




03/10/13 Implementation Timeline

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1. Create post-it notes for a timeline (such as 2 weeks, 1 month, 3 months, 6 months, 1 year) andpost them along a large blank wall in your workspace.

2. Along the timeline, place the solution post-it notes you created in the Innovation 2x2 exercise.

Look at relationships of solutions to see whether initiating one solution will build on the relationshipsand partners needed for another solution. If so, position these solutions in chronological relation toone another.

3. Divide each solution into a series of steps that build toward implementation. Using another color

post-it, map each of the steps onto the timeline below the solution.

4. Assign owners or champions for each of the solutions to pursue the next steps. Challenge the teamto do something toward implementing each solution in the next two weeks. For some solutions, apilot can be launched in two weeks. For others, two weeks might be the amount of time required

for further study or for the first steps to connecting with partners.

Tips

Assigning an individual within your organization as a champion for each solution will help maintain

momentum and increase the likelihood of implementation.

You may need to take into account which solutions can be explored within the scope of currentlyfunded programs and which solutions suggest the proposal of new grants.

03/10/13 Innovation 2x2

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Innovation 2x2

What type of innovation is right for your project? To understand how newsolutions will work within your organization; map them across an axis of new-to-existing users and new-to-existing offerings.

This exercise will help you identify whether your solutions are revolutionary, evolutionary or incremental.Knowing whether your solutions extend, adapt or create a new offering helps when considering them in the

context of your investment strategy, mission, priorities and appetite for risk. You’ll also clarify whether yoursolution is targeted at your current user group or whether it expands the group of users.

Time:30-45 Minutes

Difficulty:

EasyMaterials:

Large paper or flip padsMarkersPost-it notes

Participants:

Design Team



03/10/13 Innovation 2x2

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1. Refer to the example matrix here and review it with the design team. The lower left quadrantrepresents incremental innovation as these solutions build on existing offerings with familiar users.

Evolutionary innovation is about extending into either new offerings or new users while holding theother constant. Revolutionary innovation means tackling both new users and new offerings.

2. Draw the matrix on a large sheet of flip pad paper. Write each solution on a post-it note and placein the appropriate position on the matrix.

3. Look at the distribution of solutions from incremental to revolutionary. Are there gaps in yourportfolio of solutions? Are parts of the matrix blank and others full? If so, you may want to go backto Brainstorming in order to develop solutions that will intentionally fill that gap.

4. If the team wants to add solutions to one of the quadrants, develop a “How might we..?” statementand brainstorm new solutions.

Tips

As you are mapping solutions, ask whether each solution is targeted at your current user group or

whether it expands the group of individuals you serve. Many organizations say they are only looking for revolutionary ideas, but their capabilities are limited to

incremental or evolutionary ideas. Funders can steer grantees toward incremental ideas or ones that have been proven to be best practices

more easily than revolutionary ones. Make sure you are honest about how far your organization can

stretch its capabilities and how willing your funders are to take risks. Map a portfolio of solutions that includes incremental, evolutionary, and revolutionary ideas.

Sometimes the ideas with the highest impact are the simple incremental ideas.

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Human design centered methods tools