#17Chapter 3: Problem Identification Techniques• Problem Identificationlogical Thinkingindividual and group Mode1-2 days(time-consuming)

Experience Kit

From the book "Advanced Problem-Solving Toolbox: 115 Creative Plays" | Compiled & Edited by: Mojtaba Goudarzi, Open translation: Mehrshid Goudarzi
Executive Synopsis & Core Logic:

designing a package of tools, exercises and field missions for managers to objectively and sensibly touch the real challenges of customers and employees.

Operational Parameters & Specifications

Category
Problem Identification
Dominant Thinking
logical
Participation
individual and group
Estimated Timetime-consuming
1-2 days
Workshop
Input Format
past experiences and data
Output Format
Idea generation
Key Application
identifying quality problems, environmental frictions and understanding the user's sense in the design of services and consumer products.
Core Differentiator:

Getting managers out from behind glass room desks and requiring them to physically experience and immerse themselves in a user challenge (made by IdeaScope).

Quick Field Example:

Experience kit design for chain restaurant managers including working in the kitchen and testing competitor's food as an anonymous customer.

Operational Benefits & Implementation Risks

Advantages & Value Creation:

Incredibly deep empathic understanding, breaking out of abstract analyses, producing concrete and immediately applicable solutions.

Risks & Potential Trade-offs:

Requires field time, cost of preparing kit tools, initial resistance of some managers to practical work.

Real-World Organizational & Industry Scenarios

Restaurants and entertainment centers: Touching the fatigue of the salon staff and the fatigue of the customer in the queue to receive food.
Hospitals and health care facilities: Simulated hospitalization of managers for the sense of anxiety of patients and companions.
Ergonomic or geriatric product design: wearing special gloves or opaque glasses to experience the mobility and vision limitations of target customers.

Strategic Rationale & Why to Apply

1Turning subjective knowledge into sensory experience: Personal experience is much more effective than reading hundreds of pages of statistical reports.
2Breaking Managerial Pride and Distance Bias: Understanding Frontline Personnel Workload in Practice.
3Uncovering ergonomic hurdles and quirks: Things users don't say but bother them.
4Team synergy and consensus around real issues: Forming common language among managers around shared customer pain.

Conceptual Framework & Book Method Description

The "Experience Kit" technique, invented by the Massachusetts innovation institute IdeaScope, is more than a theoretical discussion.

In this technique, a real package containing field missions, simulation equipment, observation notebooks, and interview guides is provided to managers to put themselves in the position of a customer or employee and touch everyday problems with all their senses.

Step-by-Step Real-World Implementation Scenario

Scenario: Improving the customer service experience in a chain restaurant with an experience kit
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Step 1: Compilation and packaging of the management experience kitDesigning the kit includes 4 missions: 1) eating at a competitor's restaurant 2) working for a day side by side with a barista and a cook 3) visiting your branch as a secret customer 4) face-to-face interview with 3 customers.
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Step 2: Equipping and justifying the branch managersHanding over the kit and record book of objective observations to senior managers and explaining that this is not an audit but an empathy exercise.
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Step 3: Conduct Field Immersion MissionsKitchen heat managers experience the slowness of the ordering system during busy times and the blurring of the customer's view of the menu board.
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Step 4: holding a meeting to analyze and share findingssummarizing experiences; All managers realize that the order-taking software is too complicated and doubles the preparation time.
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Step 5: Implement immediate fixes and measure resultsSimplifying the software, modifying the preparation station layout, and increasing a back-up force during peak lunch hours resulted in a 60% drop in delays.

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