The Define phase is the second stage of the design thinking process, bridging the gap between user research (Empathize) and ideation (Ideate). During this critical phase, we synthesize our research findings and transform them into meaningful problem statements that are human-centered and actionable.
Successfully defining the problem is perhaps the most important step in the design thinking process. As Einstein famously said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions." A well-crafted problem statement can inspire innovative solutions, while a poorly defined problem can lead teams down unproductive paths.
The Define phase involves four key steps that transform user research into a clear, actionable problem statement:
The heart of the Define phase is crafting problem statements that are truly human-centered. These statements should shift the focus from organizational or technical issues to the needs, motivations, and experiences of the people we are designing for.
There are several types of problem statements, each with its own strengths and ideal use cases:
Versatile and open-ended, used to generate a wide range of ideas without presupposing a specific type of solution.
"How might we [desired outcome] for [user] in [context]?"
Use when you are looking for a versatile, open-ended approach to generate innovative ideas without being prescriptive about the solutions.
Specifies the functional needs of the user, focusing on enabling them to achieve specific goals.
"[User] needs a way to [desired action] because [insight]."
Use when the project requires a clear definition of what users need in order to achieve their goals, particularly when these needs are functional and directly tied to user actions.
Focuses on specific user actions or tasks, detailing what users need to perform effectively.
"When [situation], [user] wants to [motivation/action] so they can [expected outcome]."
Use when you want to focus on understanding and addressing specific tasks that users need to accomplish, particularly useful when innovating or improving how a particular task is performed.
Highlights the benefits or value that a solution offers to the user, linking features directly to user gains.
"[User] will be able to [benefit] by [solution/action]."
Use when your primary goal is to communicate the benefits of a solution to the user, especially when you want to highlight how it differentiates from competitors or existing solutions.
Concentrates on the emotional or qualitative aspects of the user's interaction with a product or service.
"Create an experience where [user] feels [emotion] when [action/interaction]."
Use when the focus is on the emotional response or qualitative experience of the user, valuable when designing for industries where user experience is a key differentiator.
Opens up the problem space by framing the issue as a broad challenge, inviting creative solutions.
"Challenge: [describe the challenge] to achieve [desired outcome]."
Use when you need to open up the problem space and inspire broad, innovative thinking, particularly useful in brainstorming sessions.
Identifies specific areas for improvement, focusing on opportunities to better meet user needs.
"There is an opportunity to [action or improvement] that [addresses a specific user need or desire]."
Use when you've identified specific improvement areas through user feedback, market analysis, or other insights, and you want to explore targeted solutions.
Different project objectives call for different types of problem statements. This matrix can help you select the most appropriate format based on your specific goals:
| Project Focus/Objective | Job to Be Done | Value Proposition | Experience | Challenge | Opportunity | How Might We... | User Needs |
|---|---|---|---|---|---|---|---|
| Enhancing Task Efficiency | X |
X |
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| Communicating Benefits | X |
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| Improving User Experience | X |
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| Inspiring Innovative Solutions | X |
X |
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| Addressing User Dissatisfaction | X |
X |
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| Developing New Features/Services | X |
X |
X |
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| Marketing & Selling | X |
X |
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| Iterative Product Improvements | X |
X |
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| Cross-functional Team Ideation | X |
These guiding questions will help you reframe organizational or technical problems as human-centered opportunities:
Objective: Transform a traditional problem statement into a human-centered opportunity using the various problem statement formats.
Time Required: 45-60 minutes
Materials: Sticky notes, markers, whiteboard or flip chart
Start with an organizational problem statement
Begin with a typical problem statement from your organization, such as "Users aren't engaging with our platform" or "Customer retention rates are declining."
Identify the affected users
Discuss who is most affected by this problem. Create quick user profiles based on what you know about them.
Surface underlying needs and pain points
Based on user research, identify what needs are going unmet and what pain points users are experiencing.
Reframe using different statement formats
Divide into small groups and have each group reframe the problem using a different statement format (How Might We, User Needs, Jobs to Be Done, etc.).
Share and refine
Have each group share their reframed problem statement. Discuss strengths and weaknesses of each approach.
Select the most promising statement
Vote on which problem statement best captures the user's needs and provides the most inspiring starting point for ideation.
Test with the "Why-How Ladder"
Ensure your statement is at the right level of abstraction by asking "why?" to go broader and "how?" to get more specific. Adjust as needed.
Resist the urge to include solutions in your problem statement. The goal of the Define phase is to frame the problem clearly, not to solve it yet.
Dig deeper to understand the underlying issues rather than addressing surface-level problems. Ask "why" multiple times to reach the root cause.
Base your problem statements on actual user research and data, not assumptions about what users want or need.
Avoid framing problems in terms of organizational goals or metrics. Focus instead on how users experience the problem and what they need.
Problem statements that are too broad lack direction, while those that are too narrow limit creativity. Find the right balance for your context.
Ensure that your problem statements consider the needs of all user groups, not just the majority or most vocal users.
A well-defined problem statement serves as the foundation for the Ideate phase, where you'll generate a wide range of creative solutions. Here's how to ensure a smooth transition:
Create a clear, visual documentation of your final problem statements that can be referenced throughout the remaining design process.
Ensure all team members and stakeholders understand and agree on the problem statements before moving into ideation.
Transform your problem statements into creative prompts that will kickstart your ideation sessions.