HCD-Discovery-Guide-Interagency-v12-1

HUMAN
CENTERED
DESIGN (HCD)
D I S C O V E R Y S TA G E
F I E L D G U I D E V. 1

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3

Human-Centered Design: Discovery Stage Field Guide

Purpose of This Guide

Table of Contents

This Human-Centered Design Discovery Stage Field

Human-Centered Design . . . . . . . . . . . . . . . . . . . . . . . . 4

Guide is a teaching tool and a reference guide. It was
originally created for Veterans Experience Office
(VEO) by Insight & Design, a team within VEO that
has expertise in Human-Centered Design (HCD). This
guide was later adapted for use across other agencies

Working With HCD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Discovery Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
How Might We... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

through a partnership between GSA’s Office of
Customer Experience and The Lab at OPM.

Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

HCD is a qualitative research method that helps

Plan the Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

groups solve problems and seek solutions in a way
that prioritizes customer needs over a system’s needs.
HCD involves four key phases of work. This guide
solely focuses on the first phase, called the Discovery

Visualizing the Interview . . . . . . . . . . . . . . . . . . . . . . . 16
During the Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Synthesis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

phase, or simply discovery.

Finding Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Discovery provides an opportunity to carry out an
ongoing and high-priority assignment by using
the teams best equipped to conduct on-the-ground
qualitative research.
This guide offers step-by-step guidance on how to
conduct HCD discovery and then synthesize the

Insights to Opportunities . . . . . . . . . . . . . . . . . . . . . . . 24
Present Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . 26
What’s Next . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

research findings, towards the goal of helping your
agencies identify opportunities to improve service.
The qualitative data can also help provide a more
nuanced perspective of the quantitative data that is
collected and interpreted.
In a broader sense, this guide also enhances the
understanding and practice of HCD throughout the
Federal Government. Use the tools and techniques
within this guide to build a better understanding the
problems your agency is facing, whether through
mastering the process individually or identifying
the right internal or external partners who can help
deliver your agency’s mission.

Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Sample Consent Form . . . . . . . . . . . . . . . . . . . . . . . . . . 33

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Introduction / HCD

Human-Centered Design: Discovery Stage Field Guide

5

Human-Centered Design
What is HCD?

HCD in Practice

Human-Centered Design (HCD) is a problem-solving framework that

Another example involves rethinking USDA’s application process for free and reduced lunch for low-in-

helps make systems and products more responsive to the people, or

come students. By leveraging HCD techniques to identify issues and simplify the form from 5 pages to 1

the customers, who use those systems and products. It requires rigorous

page, USDA anticipates a system-wide savings of $600M over 5 years. Following that initial effort, USDA

qualitative research and it directs that research towards the goal of

utilized rapid iteration through a challenge platform to create a digital prototype available to districts

deeply understanding the needs, insights, and emotions of customers.

nationwide in order to create greater cost savings and efficiency as well as a better experience for parents

By using Human-Centered Design, we can focus our time, resources,

and program administrators in the future.

and energy on solutions and innovations that make service delivery
effective, easy, and in tune with the emotions of our customers.
HCD involves four phases of sequential work: discovery, design, delivery,

Guiding Principles

and measurement. HCD is also cyclical. Once a design solution is

Keywords

When engaging in Human-Centered Design (HCD)

These keywords embody the Guiding Principles of

Research:

Human-Centered Design:

1. Listen deeply for what people say they want

Empathy

launched, we measure its effectiveness against initial and intended
aims, and then we continually tweak it, thus improving the solution
over time. HCD recognizes that people and their needs are dynamic
and changing and so our solutions are dynamic and changing.

DESIRABILITY LENS
The Desirability Lens, popularized by the
design consultancy, IDEO, illustrates that
Human-Centered Design should focus
at the intersection between of what
customers want (DESIRABLE), what is
possible with current means (FEASIBLE),
and what is capable of working within
constraints (VIABLE).

workarounds to meet their needs.
2. Listen for the root causes that inform the
DISCOVERY

DESIGN

DELIVER

MEASURE

3. Be aware of your own internal biases
or judgments.

from a system, product or service. We refer to the customers’ desired
experience as the “front stage” of the design effort. HCD also helps us
craft the processes that creates those desired experiences. We refer to
this behind-the-scenes work as “the back stage” of the design effort.
VIABLE

FEASIBLE

attitudes, behaviors, and beliefs of the
people you’re interviewing.

HCD allows us to understand the types of experiences customers want
DESIRABLE

and need and how they may be creating

4. Fail early; fail fast; fail small. Know that
iteration is learning.

No wrong ideas
Yes, and
Collaboration
Inclusion
Innovation

5. Learn first, don’t jump to solutions.

Iteration

6. Be inclusive and make sure you’re always

Throughout this guide, you may encounter words

By tending to the front stage and the back stage, HCD allows us to put

hearing multiple perspectives. This goes

the customer at the center of our design development.

or concepts that are unfamiliar to you. Definitions

for researchers and research subjects.

and explanations can be found in the glossary on

The HCD approach has already created immense value in advancing

7. Be flexible in your thinking and plans. Adapt to

agency missions. For example, redesigning USAJOBS, the hub for

changing conditions. Sometimes unexpected

federal hiring where nearly 1 billion job searches are done annually

events or even kinks in the process can open

by over 180 million people, has resulted in a 30% reduction in help

the door to key insights or findings.

desk tickets after the first round of improvements. Not only does this
reflect an easier experience for those involved in the hiring process,
this change also creates savings in support costs.

pages 30-31.

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Introduction / HCD

Human-Centered Design: Discovery Stage Field Guide

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Working With HCD
PURPOSE
This section provides a brief conceptual background for Human-Centered
Design (HCD). While not exhaustive, this
summary explains that HCD is a rigorous
social science methodology used by
groups in the public and private sectors
to understand complex, interrelated
problems and then craft dynamic
solutions.

Checklist
¨ Review the HCD Discovery Guide.
¨ Ensure your team and leadership is
aware that your team is using HCD.
¨ Review any other references you
may have read in the past that seem
applicable to this project.
¨ Review and take stock of past
efforts that are relevant to your
current project. What previous work
has been done in this area? Can you
measure the effectiveness or validity
of these past efforts? If you find previous work to be effective and valid,
how will you integrate those findings
into your current project?

Basics of the HCD Approach
Human-Centered Design is grounded in empathy and understanding.

DISCOVERY

DESIGN

DELIVER

MEASURE

It begins with observation and research. We hear from people in their

RESEARCH

IDEATE

REFINE

FEEDBACK

SYNTHESIZE

PROTOT YPE

BUILD

ANALYZE

DEFINE

TEST

IMPLEMENT

IMPROVE

own words, in order to gain an understanding of what they want,
expect, and need from a system, product, or experience.

HCD and LEAN
HCD and LEAN complement each other. HCD is based heavily on
qualitative research, while LEAN is quantitative. LEAN enacts the first
two Es of customer experience: Ease and Effectiveness, very well. HCD
also enacts Ease and Effectiveness, but adds the third E, Emotion,
into the process, through an understanding of human needs, and
identification of the desired experience.
The two methods

the desired customer
experience front-stage,
and then LEAN can be

LEAN

HCD

EASE

HCD is a cyclical process that moves from the

In the first phase, the focus of this guide, you will

flows into the deliver phase for evaluation and
iteration before finally entering the measurement
phase. It begins with empathetic or sympathetic
engagement and research. We hear from people in
their own words, so we may gain an understanding

E F F EC T I V E N E S S

used to architect the
backstage to deliver on

Discovery

discovery phase, through a detailed design phase,

complement each other.
HCD helps to define

HCD Process

EMOTION

that desired experience.
REFERENCES

of what they want and need from the agency.
By using HCD in our work to improve agency
services for our customers, we can identify innovations or solutions that are desirable, feasible, and
viable. Then, we design the solution, launch it, and
measure its effectiveness against our initial goals.

Additional Research Methods
Additional social science research methods are abound. They all drive towards
finding the truth of situations or the core
causes of problems. You can find more
on social science research methods via:
https://iriss.stanford.edu/

“What people say, and what people do, and what people say they
do are entirely different things.”
-Dr. Margaret Mead, Anthropologist

If the solution falls short of those goals, we make
revisions based on further feedback from users
and test it again. This dynamism is inherent to
the HCD process. HCD solutions are for people and
situations who are dynamic and changing, so the
solutions are also dynamic and changing.

Human-Centered Design and other qualitative research methodologies
investigate and help sort out the root causes of conflicts like the one
above by Dr. Margaret Mead.

become an expert in the context for your design
project. You will build a problem frame. You will
observe situations and talk to people. You will
challenge your assumptions and bias by going to the
source and being open to what you see and hear.
Design
With your insights gathered and opportunities
defined, you will start to build prototypes and work
through design ideas. You won’t try to perfect these
too soon. Instead, you will prioritize iteration,
testing with customers, and making incremental
refinements. Build, test and repeat.
Deliver
After prototyping and testing, you’ll be ready to
finalize your design, bring it to life, and share it out
into the world. You will work with stakeholders to
plan the logistics around the launch. You’ll also set
goals and expectations for the design.
Measure
In the Measure phase you will learn about how your
design solution is performing. You will get quan-

LEAN and other quantitative methodologies allow for the

titative and qualitative feedback to learn if you are

understanding of current system states and the rational correction

meeting your goals and expectations. You will also

of mechanical and nonhuman inefficiencies in systems.

be able to improve your design.

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Introduction / Research Cycle

Human-Centered Design: Discovery Stage Field Guide

Step 1: Project Brief

Step 4: Plan your research logistics

The project brief is the initial ask, expressed interest, or
situation to study. This can come from leadership, one of
your partners, or from your own experience or inquiry.
Read more about Project Briefs on pages 10-11.

With your participants lined up, plan out the rest of the
research logistics. Reserve a space, gather the tools, draft
questions, and establish roles for the team. Read more
about planning on pages 10-11 and 14-15.

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Discovery Cycle
Step 5: Do the research

Step 2: Create a frame of inquiry

BEFORE

A frame of inquiry, or the “How Might We” question,
identifies and frames the issue or the situation you are
exploring. Use the “How Might We...” prompt to frame
your area of inquiry. Read more about framing and HMW
questions on pages 10-11.

As the participants move through your frame
of inquiry in their own way, remember that
their perceptions and approaches are valid
reflections of their reality. That is what you
want to understand. Read more about doing
the research on pages 16-19.

DURING

Step 3: Recruit research participants
Work within your network (both inside and outside of your
agency) to find participants who meet your criteria. Look
closely for participants whose life circumstances and
experiences align with your frame of inquiry. Read more
about recruiting on pages 10-11.

1. BRIEF

2. FRAME
PA R T I C I PA N T S

3 . R EC R U I T

4. P L A N

Step 6: Synthesis

STA RT

Step 9: Reframe (if needed)

REF R A ME

DESIGN
PH ASE

Often, after your first round of research
and synthesis, you realize how much you
didn’t know about what you didn’t know.
Though it may not feel like progress, it is.
Sometimes, at this stage, you also decide
to adjust your “How might we…” question
to one that more accurately captures
your findings in this initial phase of
research. You may also decide to engage
in additional rounds of research.

Synthesis happens after your team has finished the
interviews. Now, all members of your team come together
and collectively review and analyze the information
you’ve gathered. Now is the time to step back, take
stock, and tease out common themes and patterns.
Read more about synthesis on pages 20-21.

A F T ER

SY N T H E S I S

OPPORTUNITIES

Step 7: Opportunities
Insights will emerge during synthesis. The
best and most relevant ideas, quotes, and
observations, will rise to the top. These can
become fields of opportunity to explore.
Read more about Insights on pages 22-25.

Step 8: Present
Now is the time to communicate your findings to
stakeholders and leadership. Know your audience and
tailor your presentation accordingly. Read more about
presenting on pages 26-27.

Once your team has completed the research,
synthesized the results, presented it, and have
support to move forward, then the next step in
the Human-Centered Design process is Design.

PRESENT

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Discovery Stage Research Cycle / Before / Brief and Frame

Human-Centered Design: Discovery Stage Field Guide

11

How Might We...
PURPOSE

BEFORE

This section helps you begin research. It
provides details about how to frame your
inquiry and how to tend to logistics.

Checklist
¨ Secure a private meeting space and
meet with your team.
¨ Review your project brief as a team.
¨ Brainstorm and generate a list of
“How might we…” (HMW) questions
that provide a frame of inquiry.
¨ Test each HMW question, or
proposed frame of inquiry, against
what you want to learn. Does the
HMW question strongly align?
As a team, select the HMW that
will now guide your research.
¨ Ensure your HMW question is open
enough that it can accommodate a
variety of solutions.

1. BRIEF

2. FRAME

Introduction

Frame Your Inquiry

Preparing for a successful discovery research

Take time to frame a guiding question that will

effort takes time and step by step planning.

become the foundation of your research. When

You’ll want to have a few key things lined up

the FDA sought to align their testing standard for

before you begin. Doing so helps pave the way

facemasks with testing standards for the same

for a smooth start.

product managed by another federal agency,
the problem was initially framed as a technical
negotiation between scientists. However, during a
co-design session it became clear that comfort was

Get Organized as a Team
Assign roles and responsibilities of team members.
Key roles for HCD discovery include:

3 . R EC R U I T

4. P L A N
•

Project Managers recruit, schedule interviews,
confirm interviews, gather/store consent

REFERENCES

•
What is a “How Might We” question?

VA CENTER FOR INNOVATION HCD TOOLKIT

For this method of discovery, a “How
Might We” (HMW) question serves two
purposes. First, it is the frame of inquiry
of the research. And second, a HMW
question should spur and inspire the
team. The words have meaning. Might is
open, something to play with. Compare
this to the word ‘should’ which puts
undue pressure and narrowing on the
research from the start.

“Tighter framing
directly correlates with
a more meaningful,
targeted solution.”

How might the Veterans Experience
Office (VEO) help district team members
to best serve and support local Veteran
communities?
How might the Veterans Health
Administration (VHA) better understand
what Veterans expect and need from
primary care?

standards and needed to be included in the problem
frame. This recognition of what was missing led a
family of problem frames that would take the effort
in new directions.
•

forms, gather/store raw and synthesized data,
communicate with stakeholders

Examples of HMW questions from VA:

a critical factor that was missing from both testing

agencies that regulate the same product?
•

lead synthesis, and facilitate efforts to identify
the most relevant design opportunities.

How might we incorporate comfort into the
testing process for manufacturers?

Design Researchers select research strategies for
gathering qualitative data, conduct interviews,

How might we reduce redundancy between

•

How might we understand the broader
experience of using facemasks?

Select a question that is broad enough to encompass
•

Research Assistants takes photographs and

the full shape of the issue you want to research but

gathers audio recordings of the interviews.

defined enough to keep your research focused and
on-track.

Select Your Research Strategy

Secure Allies

Discuss and select your methods for gathering

Enlist supporters after your team has selected a

qualitative data. The key method that discovery

guiding question. Align with your allies before you

research requires is in-depth interviewing. Ideally,

recruit participants. Secure allies by reaching out to

you are interviewing participants for an hour or

people in your network (in and out of your agency)

more (if time allows) in their homes, workplaces,

who could have an interest in this research. By

or other sites where they feel comfortable (such as

making others aware of the work ahead, your team

in a coffee shop). Consider using additional research

helps build consensus and goodwill around the

strategies to supplement in-depth interviews, such

project. This goodwill is key to moving the project

as spending time observing people in their world.

forwards in a smooth and successful manner.

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Human-Centered Design: Discovery Stage Field Guide

Discovery Stage Research Cycle / Before / Recruitment

13

Recruitment
PURPOSE
Smart recruitment will determine the
legitimacy of your research and, by
extension, the success of your project.
This section provides tips for smart
recruitment.

Principles

Methods

Finding and Recruiting

Screening Candidates

Identifying Participants

The focus of your research project determines who you recruit and how

One way to discern whether an individual is a

Give those who are doing the recruitment a clear

many people you recruit. Additionally, your recruitment effort should

match for your research topic is to have a short

picture of the kinds of participants you are looking

Checklist

aim to capture a wide net of perspectives on the issue that is the focus

conversation with them. Ask them to tell you their

for. For example, if your research topic involves

¨ Involve your allies and supporters.
They can be key to finding participants
who are the best match for your
research project.
¨ Inform your participants at the point
of recruitment that they have the
right to withdraw from participation
at any time for any reason.
¨ Guard against recruitment that
results in participants who all sound
the same or bring to the table the
same perspective. Course-correct
and ask those doing recruitment to
widen their search.

of your discovery research. Consider recruiting people of different

story. Use open ended questions, like, “Can you tell

geriatric care from VA, you are recruiting

service branches, ages, ethnicities, genders, and life circumstances so

me a time when...” or simply, “Tell me about a day

participants who receive this care.

as to capture a breadth of experience and perspectives

in the life at your agency.”

REFERENCES

This also gets directly into the touchpoints or

Scheduling Interviews

pain points you may want to study. Questions like

Once participants have been screened and selected,

Partner with the facility, union(s), and/or organization you’re

this ensure that you identify participants whose

it is important to keep them informed about their

studying. Find a point of contact who can help you recruit research

experience is pertinent to your work. It’s fine if the

participation at key touchpoints in the interviewing

participants. Be clear with them about your needs. Communicate with

individual is not a strong match. It saves your time

process. If possible use their preferred method of

your partners consistently to ensure that they understand who you’re

and the individual’s time. Thank them for their

receiving communication (be it a phone call, email,

researching and what you need to complete your research.

interest in the project and for sharing their story,

or text) to contact them when the interview date is

and ask if they are open to you contacting them in

set, and also give them a courtesy reminder a day in

the future for other research projects.

advance of the interview.

Partnerships

Qualitative Research and HCD
People familiar with quantitative research look for statistical signif-

Health and Human Services Example
A grant program that provides education
and training for low income individuals
in the healthcare field was seeking
ways to improve collaboration between
instructors and the local grant programs
that are funding student education
in hopes to encourage student
persistence.
Types of people interviewed:
•
Program Participants (students)
•
Job developers
•
Case managers
•
Program Directors
•
Instructors
•
Representatives from partner
organizations (workforce boards,
social service agencies, non-profits,
etc who provide other supports to
students)

icance. Qualitative research is different. Acknowledge this difference
with any quantitatively-based partners. Discuss with them how usable
insights from the qualitative side give color and human insight to
the quantitative data to which they have access. While quantitative
data informs service effectiveness quite well, qualitative data leads

Problem

Research Participants

Improve the application
process for Federal job
candidates

Job candidates,
HR professionals,
hiring managers, agency
program leads, college
career offices, agency
heads, policy specialists,
back-end system
administrators

Simplify the process for
small businesses selling
goods and services to
the Federal government

Small business owners,
business development
professionals, contracting
officers, program
managers, agency
contract/schedule leads

to services that are easy, effective, and emotionally resonant and can
come from any individual. We don’t need huge sample sizes to find
usable insights.

Small sample, big opportunity
Proctor & Gamble’s Swiffer product was the result of design
researchers observing a cleaning workaround done by one
woman in her home—she wrapped paper towels around a broom.
Observation of even one person can lead to a product or service
that resonates with millions.

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Human-Centered Design: Discovery Stage Field Guide

Discovery Stage Research Cycle / Before / Plan

15

Plan the Interview
PURPOSE
This section outlines what you’ll need to
do immediately before you conduct an interview. By tending to these logistics in
advance of the interview date, you free
up more time to focus on your research
method and approach.

Checklist
¨ Try to meet with participants at their
home, work, or a place where they
feel most themselves, such as their
local library or coffee shop.
¨ Pack bottled water for you, your
participant, and your teammate(s).
¨ Have at the ready multiple copies of
the Informed Consent Form.
¨ Review your participant information
one more time.
¨ Take a moment for yourself, whether
in the hallway, or interview space
to clear your mind and focus on the
interview ahead.
¨ Arrive early to the interview site.

Prepare Research

Conduct Research

Review Materials

Pair Up

Equipment

Prior to the research session, review your project brief and “How

Conduct your research in pairs. Identify the person

The equipment for this kind of research is simple

Might We” question. Review participants names, titles, and any

who will ask questions and the person who will

and low-tech. Don’t bring your laptop into an

background information you may have.

take notes. The interviewer should focus on the

interview unless absolutely necessary. And do

interviewee and the notetaker is there to support

not use it to take notes. Instead, notes should

Ensure Informed Consent

and document the interview. Introduce yourselves,

be hand-written. If you have received consent

All participants must be given the opportunity to provide their official

explain the consent form, and ask the participant

to capture audio, use a recording device, such as

to sign it. The notetaker can secure the signed form.

a smartphone. Reserve a quiet, private room or

consent-to-participate in the research project. They also must be

wherever your participant feels comfortable. This

given the opportunity to withdraw from the study. Different kinds of

may be in the participant’s home, at office, or in

research may require different kinds of information disclosure and

a public place of the participant’s choosing. No

participant consent. Standard consent forms are one to two pages.

matter where the interview takes place, try to create

Page one will cover project details. Page two will cover permissions to

a safe, comfortable, and quiet space where your

document the interview and participant signature. A blank copy of a

participant can speak honestly about the subject.

‘page 2’ can be found on page 33 of this guide. You can create your own
or use this one.

Quiet room, private or public

Mentally Prepare
REFERENCES
Below are a few examples of currently
used research methods that seek to
understand people in their contexts
and elicit their experiences, wants,
and needs.

Design Ethnography
Helsinki Design Lab’s field guide
to ethnographic research: http://
www.helsinkidesignlab.org/pages/
ethnography-fieldguide

Reflect on the following key HCD beliefs before you begin
the interviews:
Notepad

1. The participant is the expert in their own experience. We want to

Smartphone

observe and listen to them so as to understand their experience.
2. The insights of participant are facts as they believe them to be.
There are no wrong answers in the interview.
3. We approach the participant ready to hear their story and their

Interviewer

Interviewee

perspective. Before the interview, we check at the door our own

Questions/prompts

Camera/Video
recorder

assumptions and internal biases.
Intercepts
Behavioral scientist and researcher,
Stephanie Habif, wrote a brief guide to
Intercept interviews: h
 ttps://medium.
com/behavior-design/using-interceptsto-know-your-humans-9cdbf24037ff#.
mjp45212o

4. We are mentally present and focused in the moment and on the
participant.

Note-taker

Observer (optional)

Consent form

Pens/Pencils

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Discovery Stage Research Cycle / During / Visualizing the Interview

Human-Centered Design: Discovery Stage Field Guide

17

Visualizing the Interview
REMEMBER: You represent your agency and you are there to listen and document the participant’s
experience. You have an opportunity to make the participant feel heard and understood by your agency,

PURPOSE

which will go a long way. During the interview, be present and stay focused on the participant and their

This diagram is a visual representation
of the path of a typical HCD discovery
interview. We invite you to use it as a
guide for your own interviews, if you
find it helpful.

story. Remember to “Own the Moment”. That is most important.

E X PLORE
EM OT IONS

Checklist
¨ Give introductions enough time and
breathing room. Participants may
want to spend some time getting to
know you before they open up to you.
¨ Share the purpose of the interview
with your participant.
¨ Confirm that they understand
the purpose.
¨ Tell them to let you know if you ask a
question they don’t understand.
¨ Smile and make eye contact.
¨ Be silent if the participant seems
to be thinking or mulling something
over. Allow them time to think. Get
comfortable with long pauses.
¨ Be mindful of the participant’s comfort
level. Pull back when necessary and
go in deeper when possible.

E VOK E
S TORIES

BUIL D 
R A PP OR T

REFERENCES

Stanford d.School
The diagram to the right, adapted from
Stanford’s d.School, represents a
path you may follow when conducting
an interview. If you’d like to learn more,
please find additional information on this
model at: https://dschool.stanford.edu/
wp-content/themes/dschool/ methodcards/interview-for-empathy.pdf

IN T RODUCE 
YO U RS EL F

QU ES T ION
S TAT EMEN T S

T H A NK YOU 
& W R A P UP

IN T RODU CE 
PRO JEC T

TIME

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Human-Centered Design: Discovery Stage Field Guide

Discovery Stage Research Cycle / During the Interview

19

During the Interview
PURPOSE

Be Fluid

This section explains how you, as the
interviewer, will ask questions that help
guide and ground the conversation and
that help reveal the participant’s viewpoint on the research topic at hand.

Interviews should be planned and questions scripted. During the

Checklist

Ask Open-ended Questions

¨ With pen and notepad in hand, jot
down interesting words, phrases, or
metaphors. (Interviewer)
¨ Position yourself at an angle to the
participant, so you’re not facing
them straight on. (Interviewer)
¨ Speak slowly so as to give yourself
time to think. This also helps put your
participant at ease. (Interviewer)
¨ If you hear an interesting word used,
ask about it, even if you’re not sure
where it will lead you. (Interviewer)
¨ Be aware of your interviewee’s tone
and body language. Read the signs
and pivot if you notice discomfort.
¨ Listen intently, and transcribe the
interviewee’s answers verbatim (as
possible). Do not paraphrase. Listen
for strong or interesting quotes.
Mark them for later (Notetaker).

Allow participants to answer in their own unique way by asking them

interview itself, consider your interview script as a compass that
guides you. Feel free to go “off script” or change the order of questions
if you feel that will benefit the conversation and research.

easy to follow, open-ended (as opposed to yes-or-no) questions.

Use the 5 Whys strategy to help clarify the conversation during those
moments when your interviewee speaks in generalities or uses ambiguous
words like “fine”. The 5 Whys strategy is simply this: ask your interviewee “Why do you say that?” or “What does “fine” mean to you?.”
Do this 5 times in a row, building off each of their answers.

Know When to Pivot
Stay mindful of the situation and purpose. Use what your participant
says as direction on where to go in the interview. Ask yourself: Is this
part of the conversation informing the challenge or HMW question?

Sample Questions

Can it inform the question if I continue this line of conversation

Additional ways to get at The 5 Whys:

an interesting tangent, use your best judgment to surface insights that
might inform your research.

Additional Research Methods
There are several other strategies for
gathering qualitative data. They include,
but are not limited to, the following:
•
Shadowing: The researcher acts
like a “fly on the wall” quietly
observing the participant as they
move through their day.
•
Guided Tour: The researcher
arranges for the participant to walk
and talk them through a tour of
the their workplace, home, or daily
activities. Learn more through this
link: http:// www.designkit.org/
methods

PA R T I C I PA N T S

Use The 5 Whys

further or should I redirect my approach? If a participant embarks on
REFERENCES

DURING

Close the Interview at the Right Time
How long is enough? Tough question. The answer is that you’ll get a
better sense for this with practice. You need enough time build rapport

What experiences motivated you to take part in
this project?
How do you feel about that? (Listen for feelings,
versus thoughts)
What do you think about that?

and allow the participant to open up and share their story.

Tell me about that.

Good interviews can be draining for the participant and for the

That’s an interesting thought; can you help me
understand what you mean by that?

interview team. It’s important to respect people’s time and wind down
the interview in a timely manner. Don’t go over the planned time

Why do you think that?

frame. If an interviewee seems tapped out before the scheduled end,
gently close out early. Always thank the person for their time. Provide
follow up information as necessary, such as contact details.

Why do you think it’s like that?

20

Discovery Stage Research Cycle / After / Synthesis

Human-Centered Design: Discovery Stage Field Guide

21

Synthesis
PURPOSE
This section helps you prepare for
synthesis and provides guidelines
for doing synthesis. For a visual
representation of synthesis, see
the graphic to your right.

Checklist
Secure a conference room to work.
Have sticky notes and markers.
Assemble the research team.
Review your Project brief.
Have copies of all raw notes.
De-brief with your partner
immediately after the interview
if you’re able to.
¨ Have scrap paper or sticky notes
to jot down a few quotes from your
subject that really caught your ear.
¨ Have a camera or smartphone with
camera. You’ll need to take photos of
your stickies and analysis before you
take them down from the walls.
¨ De-brief with your larger design
team nightly when you’re on the road
for research, if possible, while the
interviews are fresh in your mind.
¨
¨
¨
¨
¨
¨

REFERENCES

Introduction

Goals

Synthesis is when the team of researchers comes together, brings

Find Root Causes

On Collaboration

to the table all of the interviews and qualitative research they’ve

As our Guiding Principles (p. 5) state, finding the

You do synthesis with other people.

root causes of attitudes, feelings, or behaviors are

It could be one other person or many

some of the key insights we drive towards in HCD

people.

gathered, and looks for patterns and themes across the research.
In some situations, you will be doing synthesis in your research pairs,
while in other situations, you will bring your synthesized research to a
larger group for further, cross-group synthesis.

to understand why something is the way it is, then
the root cause, or the reason why, will be discovered

Think of synthesis as a group effort to filter all of your field data

during this synthesis phase.

through the lens of the Project Brief. See the model below for a
visualization. We take the individual interview or workshop or
observation, and during synthesis, we look at them through the single,
project brief lens, in order to focus the research together according to
patterns, similarities, or dissimilarities.
SYNTHESIS PART 1:
Look at your research through
the lens of your Project Brief.
RESEARCH

Synthesis refers
to analysis and
interpretation in
HCD research.

Synthesis is not brainstorming but the
two can look and feel similar. Synthesis
is always guided by a larger research
question or topic. You collaborate,
process information, document, and
some cases generate ideas. The following
guidelines from Ideo.org’s Design Kit, are
useful to keep in mind during synthesis.
Defer judgment: Be open to any and
all observations and ideas from anyone.
Resist the urge to judge or edit others
or yourself.
Build on the ideas of others: Listen and

RESEARCH

encourage others. Think of how you can
add to others’ ideas and support them.

RESEARCH

INSIGHT

Example from VA
Sometimes in-depth synthesis is
needed to narrow to the core insights.
And sometimes a key insight can
surface quickly. For example, qualitative
research on the MyVA-311 support line
revealed the insight that Veterans who
call the 311 line in a time of distress
will more likely hang up if told to call a
separate number. That insight prompted
a change: now Veterans who call the
311 line during a time of distress are
automatically routed to the support
they need.

discovery. If your research has been directionalized

A F T ER

Stay focused on the topic: Keep the
greater purpose in mind. Know the
scope of the synthesis and stay

RESEARCH

in bounds.
RESEARCH

One conversation at a time: Be present
in the moment. Give your full attention
to the person speaking and listen first.

We take the interviews, findings, and qualitative research data

SY N T H E S I S

OPPORTUNITIES

Go for quantity: This applies when
you are either transcribing things you

collected, and we filter them through the Project Brief lens, in order

learned or when you’re generating ideas.

to identify data that is most relevant to the research topic. Then, we

You can edit later.

reflect on the relevant data and work to identify common patterns
or trends.

PRESENT

22

Discovery Stage Research Cycle / After / Insights

Human-Centered Design: Discovery Stage Field Guide

23

Finding Insights
PURPOSE
This section provides methods for
finding insights. We recommend that
you use at least two methods to parse
your research in order to see multiple
patterns and themes.

What’s an Insight?

How to Find Insights?

“Insight” is how we refer to a theme or pattern across research in the
HCD process. Identifying these takes time, reflection, and patience.
You may ask yourself, “Is this an insight?” or “Is what I’m saying

Checklist

too small to be an insight?” or “Is what I’m saying too general?” No

¨ Select at least two methods that are
most applicable to your research and
use those to parse your research.
¨ Invite each person in the room to
contribute, especially if one or two
people seem to be dominating the
conversation.

matter. Contribute your thought to the conversation and see where

Process 1: Sorting by Action

Process 2: Clustering

•

•

Make quadrants on a wall or window in your

interviews onto pieces of paper or sticky notes.

work space.
•

it goes. This is not the time to hold back. This is the time to put all

Sort the words and phrases from your research

•

on a wall or window so you can step back and

Feeling, Thinking. This method highlights

look at them in groups.

terms than is possible through the earlier

•

•

your conversation.

Step back and see if you can glean any additional insights from this new way of looking at

THE SET UP

Name the clusters according to how you and the
team have naturally started to refer to them in

methods.
PARTICIPANTS’ EXPERIENCES,
PERCEPTIONS, & IMPRESSIONS

Cluster the notes that seem somehow similar

into what participants are Doing, Saying,
different relationships between the research

reflections and wonderings out on the table for the group to explore.

Write words and phrases that resonate from the

•

Identify quotes that support each theme.

your research.

Environment and Materials

Process 3: Concept Mapping

Find a quiet space where you and your
team can talk and interact over the
course of a half-day or day. Make sure
this space has tables or desks, adequate
lighting, and, ideally, clear window and
wall spaces.
Have on hand the following supplies:
pens, paper, and tape. Also helpful to
have are sticky notes, markers, and
presentation-style paper tablets or rolls.
The visual aids you make with these
materials will help you sort, arrange, and
rearrange your research findings so as to
find patterns and trends.

•
INSIGHTS

DOING

Write key words and phrases from interviews
on a whiteboard or large piece of paper.

S AY I N G
•

Draw lines or connect related concepts,
processes, and/or behaviors and describe
the nature of the relationship.

•

Use arrows to start mapping the relationships
to flow between those concepts, processes or

FEELING

THINKING

behaviors. For example “when this happens,
then this happens.” Remember this is
according to what your research tells you not
according to what you think is right or best.

Having Trouble Getting Started?
Use the Rapid Fire Recall method. Using
only single words or short phrases (no
long sentences), quickly write down
everything you can remember about
the interviews and other data gathering
efforts. These can be words, phrases,
gestures, or movements.

SPECIFIC

GENERAL

Insights live right in the middle of the experiences, perceptions, or
impressions you heard from your participants.
The sweet spot is where the participant experiences, perceptions,
and impressions are neither too specific nor too general. Generalities
are often already known, while unique experiences, perceptions, or
impressions might not have resonance across your agency’s customers.

24

Human-Centered Design: Discovery Stage Field Guide

Discovery Stage Cycle / After / Insights to Opportunities

25

Insights to Opportunities
PURPOSE
This section introduces you to the
concept of harvesting opportunities
from insights. We visualize opportunities
using the lens metaphor once again (see
diagram on opposing page).

Checklist
¨ Have a snack and a break between
uncovering insights and defining
opportunities
¨ Remember: it’s okay to feel tired.
This is mentally exhausting work.
¨ Invite each person in the room to
contribute, especially if one or two
people seem to be dominating the
conversation.
¨ Build off of each other’s ideas. Even
if an idea seems off at first, play it
out; it could lead to an important
point or opportunity. The ugly duckling
could, through group synthesis,
transform into a swan.

Identifying Opportunities

HCD
LENS

“Opportunity” is the term we use in HCD to refer to areas of need in
our service offerings.
You find opportunities by viewing your insights through the lens of

FIELD OF OPPORTUNIT Y

HCD. See the model to the right for a visualization.

INSIGHT

Why Find Opportunities?

INSIGHT

We work to identify opportunities because they reveal real needs that

FIELD OF OPPORTUNIT Y

we heard expressed by participants during the research phase.
INSIGHT

Let’s be clear. Opportunities are not solutions. Opportunities pave the
way towards solutions. Opportunities identify an area within a service
system that needs to be addressed and made better. Opportunities

FIELD OF OPPORTUNIT Y

INSIGHT

identify the exact problem we’re trying to solve.
Once an opportunity is identified, we can either extend the team’s

INSIGHT

support to address that opportunity or we can share recommendations

FIELD OF OPPORTUNIT Y

for addressing the matter with our internal and external partners. By
identifying and pursuing opportunities, your agency can apply energy
and resources to those areas with the highest need and/or to those

REFERENCES

areas that could have the maximum positive impact on the lives of
your customers.

Example from VA
During the 2016 HCD Discovery Sprint,
we found the insight that VA Medical
Centers (VAMC) are separated and
siloed. In response, we found that the
opportunity for the Veterans Experience
Office (VEO) in this instance to be a continued evolution of and emphasis on the
Community Veteran Engagement Board
(CVEB) network. In this, we can best use
VEO’s enterprise level reach while at the
same time strengthening local networks and, eventually, alleviating siloing
between VAMCs.

Insights and Opportunity for VHA
Researching the patient experience within VA’s healthcare system yielded insight
into a service expectation gap between patients and physicians. Rather than
thinking of doctors by their specialty, patients considered the doctor they saw
most often to be their primary care physician. As an illustration, this disconnect
created frustration when a patient could not get information from a podiatrist they
saw monthly that was held by a general practitioner they saw annually, and pointed
to opportunities to make medical information more universally accessible.

Opportunities Can Look Like:
•

•

Touchpoints: This is where the research team

Best Practices: This is where the research team

maps specific points wherein the customer or

identifies where in the agency people are doing

employee interacts with the agency.

it right, towards the goal of spreading these
best practices more broadly.

Root Issues: This is where the research team
identifies the root cause of complicated chal-

•

•

•

Pain Points: This is where the research team

lenges, even if the root cause is multifaceted

identifies where the customer or employee

and complex.

experiences a problem in the system.

Important Moments: This is where the research

•

End-to-End Experience Mapping: This is

team identifies those moments that matter most

where the research team maps out the end-to-

to customers as they interact with the agency.

end customer or employee experience journey.

26

Human-Centered Design: Discovery Stage Field Guide

Discovery Stage Research Cycle / After / Present

27

Present Opportunities
Communication
PURPOSE
The section details how the research
team can effectively communicate their
research findings to key audiences and
explain how the research findings lead
to opportunities.

Introduction

Presentation

A Format

When preparing your opportunities presentation to your key audience,

Lead your audience through the discovery work.

Communicate your findings clearly and concisely by

remember that you are taking them on a short guide through your

First, take them briefly through the research

listing the insights you found and the opportunities

research effort. Be sequential in your presentation and help your

process. Next, walk them through the synthesis

that came from them.

audience connect the dots. This method of presenting to the group

and the insights gleaned there. After that, explain

keeps the presentation clear and it validates the opportunities.

how the group filtered all the insights through the
project brief to uncover opportunities.

your findings to the audience. By deciding upon a

Storytelling

Your project brief — the focus and purpose of the

your project, you help ensure that members of the

Your presentation is simple and brief— and also make sure that it is

research — is usually part of a greater initiative or

research team, and later your audience, are speaking

warm and reflects the human face of the research topic. Enliven and

administrative venture. Bring this to the attention

the same language and on the same page.

color the story by weaving in photos, quotes, or other human-centered

of your audience as it helps to show that agency

elements. This allows you to portray the research in a way that a

leaders are invested in this research topic.

Checklist
¨ Review your Project Brief and frame
of inquiry.
¨ Determine whether this project is of
interest to local or enterprise level
leaders and tailor your message to
that audience.
¨ Practice your presentation
in advance.

REFERENCES

Example from GSA
Through interviewing multiple business
owners who supply goods and services
to the federal government, GSA’s Office
of Customer Experience mapped out
the supplier journey and identified
opportunities for improvement, such
as clarifying the end-to-end process,
improving communication, and
promoting existing tools and resources
at appropriate points within the journey.
The team presented these findings
to executives across the agency, who
then created an initiative to make it
easier for suppliers to get on schedule.
The opportunity resulted in process
improvements such as developing a
clarifying roadmap and creating a fast
lane for IT service providers to sell to the
government.

Consider using the model below as one way to share

report or a white paper cannot.

Seek Consensus

Present your materials in a polished yet warm
advance, refine your content, and use quality
presentation materials, such as an agency

broader discussion about potential improvements to customer service.

approved PowerPoint template.

have an interest in your research project.

Insight

manner. To ensure this, practice your pitch in

Use your insights as a means to engage your agency partners in a
Seek consensus, where possible, across the many stakeholders who

standard communication method at the outset of

Opportunity 1
Opportunity 2
Opportunity 3

28

Discovery Stage Research Cycle / After / Next

Human-Centered Design: Discovery Stage Field Guide

What’s Next
Design Phase

Thank You!

You’ve presented the opportunities to your key audience and gained

Contact Information

consensus about which set of opportunities to address. Now you are

Please send questions or comments.

ready to move to Design: the HCD phase wherein you partner with

GSA Customer Experience: customerexperience@GSA.gov

designers to prototype products, services or systems that address

The Lab at OPM: LAB@opm.gov

the opportunities.
If, on the other hand, you have come this far and have not gained con-

Thanks and Acknowledgment

sensus, don’t despair. If you have come this far and feel your research
has not been fruitful, don’t despair. Your effort is not wasted. You can
always reframe and begin research again. It is far better to learn

Numerous people, across agencies, contributed to this guide. We are grateful to

something is not working early on than to invest time and resources

all of them.

into the wrong design. A reframe, in this case, is a win.

Veterans Experience Office at VA

Whether your next step is to move into Design, or whether it is re-

GSA Office of Customer Experience

frame and d0 a second round of research, the most important thing is

The Lab at OPM

to keep your agency customers’ interests in mind and to use that north

We would also like acknowledge other leaders in the field of Human-Centered

star to guide your continued efforts.

Design which inspired and informed this guide: The VA Innovators Network,
18F, USDS (United States Digital Service), Deloitte & Doblin, Helsinki Design Lab,
Luma Institute, Ideo and Ideo.org, Frog Design, IBM Design, and The d.School at

DISCOVERY

DESIGN

DELIVER

MEASURE

RESEARCH

IDEATE

REFINE

FEEDBACK

SYNTHESIZE

PROTOT YPE

BUILD

ANALYZE

DEFINE

TEST

IMPLEMENT

IMPROVE

Stanford University.

29

30

Appendix / Glossary

Human Centered Design: Discovery Stage Field Guide

31

Glossary
3 Es
Effectiveness, Ease, and Emotion are the 3 core qualities that VE
measures across the enterprise. These are based on a Forrester
Research Inc. pyramid model of customer experience.

5 Whys, aka, Laddering
A method by which an interviewer derives additional detail and
undercurrents from an interviewee. Typically characterized by the
interviewer asking “why” in regards to a qualified or abstract word or
phrase used during the an answer to questions. A common metric is
for the interviewer to do this five times in a line of question.

Accessibility
The extent to which content is available, understandable, and
usable by all audiences, regardless of sensory, physical, cognitive,
intellectual, or situational disabilities or impairments.

Ethnographic research
Ethnographic research tries to understand how people live their
lives. Unlike traditional research, who ask specific, highly practical
questions, ethnographers may visit homes or offices to observe
and listen in a non-directed way. While this observational method
may appear inefficient, it enlightens us about the context in which
customers see their own environment.

‘Fail early, fail fast, fail small’
A Design Research principle expressing the ethos that, through
quickly making and testing small, unsuccessful solutions to big
problems in quick succession, drawing lessons in terms of what
works and does not work from those tests and revising the next
solution accordingly, more effective and successful end solutions
can be reached than if a single large solution was launched once and
without testing.

Front Stage / Back Stage
Best Practice
Procedures or approaches that are accepted or prescribed as being
correct or most effective.

Clustering
A research analysis method characterized by the grouping of words
or phrases that have a single or set of commonalities. In Design
Research, this is often enacted physically by the assembly of words
or phrases written on single pieces of paper into a, proximate group.

Concept/Context mapping
An ethnographic research technique, concept/context mapping is
a process that tries to understand the environment in which the
behavior under study takes place.

Customer Experience (CX)
Customer experience (CX) is the product of an interaction between
an organization and a customer. This interaction includes a customer’s attraction, awareness, discovery, cultivation, advocacy and
purchase and use of a service. It is measured by the individual’s
experience against the individual’s expectations.

Decode
To understand. To analyze in order to find meaning.

Empathy
The action of understanding, being aware of, being sensitive to, and
vicariously experiencing the feelings, thoughts, and experience of
another through a shared experience.

Parts of services that are visible to the service user are called front
stage. Part of services not visible to the service user but are interacted with by the service provider are called back stage.

Guided Tour
A research methodology during which a participant shows researcher(s) their physical space, collections, or other assets so that
the researcher(s) understand the participant’s context and reality
through the participant’s point of view.

How Might We Question
A “How Might We” (HMW) question serves two purposes. First, it
is the frame of inquiry, or the area of research. And second, a HMW
question should spur and inspire the research team. A good HMW
research question will focus but also leave room for exploration.

Human-Centered Design
Human-centered design (HCD) is a design and management framework that develops solutions to problems by involving the human
perspective in all steps of the problem-solving process. Human
involvement typically takes place in observing the problem within
context, brainstorming, conceptualizing, developing, and implementing the solution.

Innovation
A new idea, method, or device. In Design Thinking, usually characterized by a break from traditional or institutionalized methods,
production methods, or products .

Intercepts
Intercepts (intercept interviews) are conducted on site with Veterans
while they are interacting with services at the research site.

Internal bias
A universal situation in which humans feel or show inclination or
prejudice for or against someone or something. In Design Thinking,
the inherency of internal bias is accepted, and we correct for these
biases is through awareness and acknowledgment of them.

LEAN (process)
An approach that focuses on people, process and purpose and the
alignment between the three.

‘No wrong ideas’
In Design Thinking, the principle that, in order to forward innovative
thinking, the group or individual performing the thinking session
must accept and consider all ideas as possible solutions.

Pain Points
In experience design, pain points are real or perceived problems
experienced by customers within a system.

Problem frames
The area of research in regards to a particular problem.

Qualitative research
Primarily exploratory research. It is used to gain an understanding of
underlying reasons, opinions, and motivations. It provides insights
into the problem or helps to develop ideas or hypotheses for potential quantitative research.

ROI
Ideate
To form an idea of; imagine or conceive. In Design Thinking, this
refers to imagining or conceiving of multiple ideas for solutions to
problems, usually in succession and building off each idea.

Acronym for: Return on Investment.

Root cause
The fundamental reason for the occurrence of a problem.

Shadowing
A research methodology during which the researcher follows the
participant through the participant’s activities. These activities
show the researcher the participant’s physical context as well as
their interaction within that context.

Sensemaking
To make sense of; to understand.

Snapshots
A representative sample of research. In design-oriented presentations, this refers to a collection of photographs, quotations,
and synthesized research that is formatted to tell the story of the
research endeavor.

Stakeholders
Persons, groups or organizations that have direct or indirect stake in
an organization because it can affect or be affected by the organization’s actions, objectives and policies.

Sympathy
The action of understanding, being aware of, being sensitive to, and
vicariously experiencing the feelings, thoughts, and experience
of thorough emotional and intellectual understanding of another’s
experience. Contrasts with empathy in that it does not include a
shared experience.

Synthesis/synthesizing
To combine (a number of things) into a coherent whole. In Design Thinking, this refers to the collection and integration of the
substance of the research instances into a logical and meaningful
collection.

Touchpoints
Any point of contact between a customer and a service or service
provider. This could be the design of a receipt, the comfort of a
waiting room or the usability of a web page.

Yes, And
In Design Thinking, the logical opposition to the statement, “No,
But...” Meant to set up acceptance and integration, this form of reply
to statements can allow for expansive conversation instead of a
negation of opinions and options.

32

Unique ID:

Human-Centered Design: Discovery Stage Field Guide

Notes

*Tip

Project:

Make copies of this blank
consent form to use for your

Quotes, Photography and Video Consent Form

field research.

Thank you for your willingness to participate in this research study.
Use of Quotes
When we write reports or presentations on what we learn from the interviews, we sometimes use specific
quotes from study participants. Quotes bring to life what we learn and are an important part of sharing
your experience with others. If you give us permission to use your quotes, we will not include your name
or a photograph of your face next to the quote. This protects your identity and makes the quote
anonymous. If you approve of your quotes being used in future publications or presentations of our work,
please include your name and signature in the section below.

Name ____________________________________________________

Signature _________________________________________________

Date _____________________________________________________

Photography and Video
The project team may take pictures or video during the interview. Photographs and Videos bring to life
what we learn and are an important part of sharing your experience with others. If you give us permission
to use photographs or videos of you, we will not include your name or a quote as part of the photograph
or video description. This protects your identity. If you approve of photographs or video being used in
future publications or presentations of our work, please include your name and signature in the section
below.

Name ____________________________________________________

Signature _________________________________________________

Date _____________________________________________________

Please keep a copy of this document in case you want to read it again.