# Checklist: Innovation & Originality The 5 levels of the originality spectrum and when to use each. --- ## The Originality Spectrum Not all design work requires innovation. Choose your level intentionally. ``` Lower Risk Higher Risk Faster Slower ├─────────┼─────────┼─────────┼─────────┼─────────┤ Direct Remixes Indirect Metaphors True Copies Parallels & Analogies Innovation ``` --- ## Level 1: Direct Copies **What:** Replicate existing design patterns exactly. ### When to Use - Velocity is critical, differentiation isn't - Users expect familiar patterns - Internal tools, admin interfaces - Proven patterns for common problems - Low-stakes decisions ### How to Execute ☐ Identify the pattern you're copying ☐ Understand *why* it works (not just *what*) ☐ Copy the principles, adapt the details ☐ Ensure it fits your context ☐ Give credit where appropriate ### Examples - Using a competitor's checkout flow structure - Implementing Material Design's data table exactly - Copying iOS settings page patterns ### Risks - Legal issues (if copying proprietary designs too closely) - Doesn't differentiate your product - May not fit your specific context --- ## Level 2: Remixes **What:** Combine elements from multiple sources into a new composition. ### When to Use - Want some differentiation with low risk - Multiple good patterns exist, none perfect - Combining best practices from different products - Adapting patterns to new contexts ### How to Execute ☐ Identify 2-3 source patterns ☐ Extract the best elements from each ☐ Combine intentionally (not randomly) ☐ Test the combination works cohesively ☐ Document the sources and your reasoning ### Examples - Slack's message composer (combines messaging patterns from multiple products) - Notion's database views (combines spreadsheet + database + card patterns) - A mobile nav that combines iOS and Android conventions ### Risks - Frankensteining (incoherent combinations) - Losing what made original patterns work - Overcomplicating by adding too many elements --- ## Level 3: Indirect Parallels **What:** Draw inspiration from designs in different domains that solve similar problems. ### When to Use - Direct competitors have similar solutions - Looking for fresh perspectives - The core problem is domain-agnostic - Want to surprise users (positively) ### How to Execute ☐ Define the core problem (abstractly) ☐ Identify other domains with the same problem ☐ Research how those domains solve it ☐ Translate the solution to your context ☐ Validate it works for your users ### Examples - Netflix content discovery → B2B product recommendations - Video game skill trees → Learning platform progression - Restaurant reservation flow → Meeting scheduling - Music playlist curation → Content organization ### Good Cross-Domain Sources - Gaming (engagement, progression, feedback) - E-commerce (conversion, product display) - Social media (engagement, sharing, discovery) - Maps/navigation (wayfinding, spatial organization) - Publishing (content hierarchy, reading experience) ### Risks - Translation may not work across domains - Users may not understand the metaphor - Over-reaching can feel forced --- ## Level 4: Metaphors & Analogies **What:** Use concepts from the real world to inform your design. ### When to Use - Introducing new/unfamiliar concepts - Making abstract concepts concrete - Creating memorable mental models - Building on existing user knowledge ### How to Execute ☐ Identify the concept users need to understand ☐ Find a familiar real-world analog ☐ Map the relationships (what matches, what doesn't) ☐ Use language and visuals from the metaphor ☐ Don't over-extend the metaphor ### Classic Metaphors in Software | Metaphor | Software Concept | |----------|-----------------| | Desktop | OS file management | | Folder | Directory | | Trash can | Deleted files | | Shopping cart | Checkout | | Inbox | Messages | | Library | Content collection | | Dashboard | Metrics overview | | Workspace | Project environment | ### Creating New Metaphors ☐ The metaphor should simplify, not complicate ☐ The mapping should be intuitive ☐ Don't force all aspects to match ☐ Test if users understand the metaphor ☐ Be consistent once you commit ### Risks - Metaphor breaks down at edge cases - Users don't share the cultural reference - Constrains design to fit the metaphor - Can feel gimmicky if overdone --- ## Level 5: True Innovation **What:** Create entirely new design patterns from first principles. ### When to Use - Existing patterns don't solve the problem - Creating a new product category - Technical breakthrough enables new interactions - Differentiation is critical competitive advantage - You have time and resources to iterate ### How to Execute ☐ Define the problem from first principles ☐ Question all assumptions about current solutions ☐ Explore multiple radical approaches ☐ Prototype and test extensively ☐ Be prepared to fail and iterate ☐ Document your learnings ### First Principles Questions - What is the user actually trying to accomplish? - Why do we do it this way? What if we didn't? - What constraints are real vs. assumed? - What would this look like with no constraints? - What new technology/capability enables a different approach? ### Examples of True Innovation - iPhone's multitouch interface (2007) - Notion's blocks-based content model - Figma's multiplayer design editing - Linear's keyboard-first interface - Superhuman's command-k pattern ### Risks - High failure rate - Significant time and resource investment - Users may not adopt unfamiliar patterns - May solve a problem users don't have - Competitors can copy if successful --- ## Choosing Your Level ### Decision Framework | Factor | Lower Originality | Higher Originality | |--------|------------------|-------------------| | Time available | Limited | Ample | | Risk tolerance | Low | High | | User sophistication | General | Early adopters | | Market maturity | Established | Emerging | | Differentiation need | Low | Critical | | Pattern clarity | Clear best practice | No clear winner | ### By Context | Context | Recommended Level | |---------|------------------| | Internal tools | 1 (Direct copies) | | Commodity features | 1-2 (Copies, Remixes) | | Core product features | 2-3 (Remixes, Parallels) | | Key differentiators | 3-4 (Parallels, Metaphors) | | New categories | 4-5 (Metaphors, Innovation) | --- ## Innovation Process When pursuing higher originality levels: ### 1. Diverge Widely - Generate many options (10+) - Include "bad" ideas - Cross-pollinate from unexpected sources - Don't evaluate while generating ### 2. Prototype Rapidly - Build to learn, not to ship - Test core assumptions early - Fail fast, learn faster - Increase fidelity incrementally ### 3. Validate Thoroughly - Test with real users - Measure against JTBD - Compare to existing solutions - Be willing to abandon ### 4. Document Learnings - What worked and didn't - Unexpected discoveries - Principles that emerged - Recommendations for future --- ## Innovation Audit Before pursuing originality: | Question | Answer | |----------|--------| | Why is innovation needed here? | | | What's the risk if we fail? | | | Do we have time to iterate? | | | What's our differentiation goal? | | | What's the simplest option that might work? | | | Have we validated user need? | |