As product designers, we see a problem and automatically think to fix it. After all, we are problem solvers before we are visual artists. We innovate within the context of a problem. We’re not called to complete simple paint jobs; product designers must paint around context, navigating in and out of the canvas.
The first solution that designers think of is never the last. Designers use processes called divergent and convergent thinking to creatively generate ideas and strategically narrow them down. Proposed by psychologist JP Guilford in 1950, these thought processes require flexibility of thinking and are used during the ideation step of design thinking.
Clearly put, here are the definitions* of each:
Divergent Thinking: the process of coming up with new ideas and possibilities—without judgment, without analysis, without discussion
Convergent Thinking: the process of taking a lot of ideas and sorting them, evaluating them, analyzing the pros and cons, and making decisions
*defined by Anne Manning, Founding Partner of Drumcircle LLC and Instructor at Harvard University
Divergent Thinking
Divergent thinking allows for wild, broad, and creative ideas because the facilitator is able to lead an open brainstorming session. Divergent thinking focuses on quantity over quality, as the goal is to generate as many ideas as possible in a short amount of time. The key here is to ensure that everyone feels safe and comfortable about sharing their ideas. By creating a “no judgement” space, designers, engineers, product managers, and even stakeholders can immerse themselves in the problem and contribute during the ideation process. This is a cross-team effort and regardless of different titles, everyone is engaged and working towards a common goal.
It’s important not to be afraid of “stupid” ideas because there are none. Even if an idea may seem ridiculous at first glance, it may serve as inspiration for another team member or it could be hybridized with someone else’s idea. I like to imagine ideas bouncing off of each other on a trampoline - the more ideas, the more energy created, and ultimately a more productive brainstorming session.
Convergent Thinking
On the other hand, convergent thinking requires product designers to collaborate and narrow down ideas using a set of given criteria. A team will consider business goals and technical constraints to weed out solutions that aren’t feasible at the moment or do not truly suit the user’s needs.
After compiling all of the team’s ideas, one way to filter those ideas is to organize them into categories or themes. In doing so, designers can collaborate to identify common threads. The team will gauge which ideas stand out, which ones can be eliminated, and which ones are similar and can be grouped. In the past, my project teammates and I have voted on ideas that were “most practical,” “most interesting,” and “most innovative” to make decisions on which idea(s) to move forward with.
Convergent thinking has also helped me learn how to compromise within a group setting, as well as how to advocate for my ideas and design decisions. Like I mentioned earlier, some ideas can be combined to create better ones—that’s just the nature of great design.
Flare and Focus
Let’s take a look at this flashlight analogy* that maps how and why designers flare and focus. The flashlight functionality is a visual representation of an abstract process that may be difficult to comprehend at first.
A flashlight allows us to see what’s ahead of us in the darkness. With the flare of the flashlight, you’re able to see a wider range, but the light isn’t as focused, may be weaker, and likely duller. That’s why the concentrated light beam at the flashlight’s center is important. We need both the flare and focus because with just one or the other, the flashlight is not as effective. Both functions serve different purposes, but work towards a common goal: to light the way.
*analogy does not depict how divergent thinking comes before convergent thinking, but rather why designers use both during ideation
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