"If I had one hour to solve a problem on which my life depended, I would spend the first 55 minutes looking for the best question to ask myself, and once I had found it, I would need only 5 minutes to answer it," Albert Einstein stated. Through this sentence, the physicist emphasized that when solving a problem, what is needed is not so much action as the formulation of its statement.

Identifying the right issue according to users’ needs is, in fact, defining a direction to strive toward and setting a clear framework. In other words, it is crucial because, if properly defined, it helps lead to solution(s). This process thus echoes the second stage of design thinking: definition. It is a pivotal period because it is the moment when words are put to the direction that will be followed afterward.

————

Definition: the design thinking stage used to frame the project

Before definition, we went through empathy. In a previous article, we presented its objective: to know your user as precisely as possible by studying them, gathering their opinions, and interacting with them. This provides a solid foundation for the stages that follow. In this respect, definition, the second phase of design thinking, leverages previous research and conclusions to define a problem statement to rely on throughout the entire project.

Definition is therefore a crucial phase in this user-centered methodology. Thanks to it, collaborators set the project framework so they can move in the same direction.

Why continue with definition?

1. Guiding users practicing design thinking

Let’s detail what is at stake in the definition process. The first is the possibility to serve as a guide for participants in the design thinking method. By bringing together strategy experts, field specialists, and colleagues with both similar and radically different skills, you will form a talented multidisciplinary team. Everyone, through their business perspective and sensitivity to the project, will bring ideas and contribute to the project’s progress. Defining the vision to strive for during the design thinking process, along with the problem statement, will allow everyone to know which direction to take. As the philosopher Seneca said, "There is no favorable wind for the one who does not know where they are going."

2. Highlighting the problems encountered

The second challenge of definition concerns bringing to light users’ real problems and those faced by your company. Thanks to the analysis of the actors in your environment, previously carried out during empathy, potential blocking points can be identified. Building on these observations and conclusions, you initiate a synthesis approach and thus group identified information into a single problem statement. You then experience many reassessments, which are very present throughout the design thinking process.

3. Finding a problem statement that allows deeper exploration

The second challenge is also the possibility of arriving at relevant answers because a solid problem statement has been defined. As a reminder, this is a question that raises a difficulty encountered. A question that is too broad or too specific could lead to solutions that are ultimately poorly suited to users; and these poor results could become apparent during the final phase: testing. It is therefore preferable to avoid wording a problem statement that, through the terms used, would steer thinking toward unproductive paths.
Defining the problem will take as long as necessary, but once completed, the work done afterward will be greatly facilitated.

How do you formulate a good problem statement?

1. Clarify the purpose of your project

Before formulating your problem statement—the future common thread for your next stages—it is important that all collaborators involved in this process know why they are embarking on a new project. What is its purpose?

At Seven, we are used to using Simon Sinek’s Golden Circles, a theory that explains the importance of starting with your Why. To apply it to design thinking, it would be relevant for you to begin the definition phase by questioning your Why, that is, your primary motivation.

On the one hand, good knowledge of the company due to deeply rooted values, regular exchanges, and transparent communication could help guide you in clarifying your project vision. On the other hand, giving each team member a voice will lead you toward defining your company vision.

The design thinking workshop facilitator will ensure that everyone shares their opinion and that no one feels left out by the final selected vision. At this stage, their role will be to avoid frustration, as it could lead to a loss of motivation, productivity, and creativity in the following phases. This is also the time to revisit or examine your company’s identity so that it is clear to everyone. However, if you consider some information unclear, reflecting on your project’s purpose may take some time.

2. Synthesize observations

Once motivations are clear and shared by everyone, you can use the information gathered in the previous phase (empathy) to produce a synthesis. For example, you previously observed that 60% of your users discovered you via Instagram, 20% through organized events, 15% through word of mouth, and 5% in another way. This information provides clues for formulating your problem statement.

By getting in touch with your new customers, you can use their first purchase to send them a satisfaction survey on D+1. The responses collected will provide avenues to better understand your consumers. Perhaps they will tell you they were disappointed with the delivery service? Or that your product was not as representative as in the photos? All quantitative and qualitative data collected will help you produce your synthesis. Then all that remains is to group your information by theme, an action we will discuss right after.

3. Find connections

Thanks to the design thinking approach, you work with multiple talents and multiply good ideas. Thus, if you ask method practitioners to individually write, on Post-its, the main problems encountered as keywords, you will quickly obtain a multitude of topics! It may be useful to compare each of the issues raised and then group them by theme. You might observe 3, 4, 5, 6, or more.

You can then build a problem statement that includes the different themes. Let’s imagine you notice 5 notions recurring regularly: good paper quality, the high price of notebooks, ecological impact, product aesthetics, and low visibility on social media. Then you could construct a problem statement such as: "How can we create a strong connection with our internet users when they do not identify with our positioning?" If this is your statement, your primary goal will not be to change the behavior of your potential users but to adapt to their needs and expectations so that a natural but beneficial attitude for you is triggered.

If you look at this problem statement, see how it aims to be specific because it concerns communication on social media, without being too precise. It leaves room for actions to be taken to reach internet users. Being precise without being too precise—that is where the whole difficulty of the exercise lies.

4. Find the root cause

Let’s finish with the "5 Whys" method. We already addressed it in the article dedicated to empathy, but it is also applicable to the definition part. In fact, if you did not carry it out during the first phase, here is a second opportunity to do so—all that remains is to seize it! Asking yourself "why" five times and each time formulating a question linked to the previous answer is a complex exercise. Indeed, it requires starting with an appropriate question, questioning the right person, and being able to show introspection about one’s work. When done properly, this method makes it possible to find the root cause of the problem and go well beyond the first issue identified. Formulating what is not visible at first glance is part of the definition stage.

5. Imagine situations

If formulating the problem statement is still complex for you, think of commonly encountered problems and start with the phrase "It would change my clients’ lives if I ..." Thanks to this, you will have no choice but to put yourself in your users’ shoes, already knowing that all design thinking stages are centered on them.

This expression mainly serves as a reminder to always keep in mind the people you are communicating for and to provide cause-and-effect elements. To help you in this definition phase, you can also opt for another sentence starter: "It is difficult for me to ...". In this way, you focus on the difficulties you encounter when formulating a general problem statement. These two statements will allow you to think about what you experience in specific situations.

Now that you have the keys to define the guiding line of your design thinking process, we will see you soon for the stage that follows definition: ideation! During this phase, a fusion of ideas awaits you!