 So when you have a couple you might want to make a few how might we statements maybe there's you know a few insights that are really speaking to you that you've pulled out from your research. You can craft a couple how might we statements to guide you and again sort of focus in on these key areas. What you see here on the right is a bunch of ideas that similar to our insights mapping or affinity diagramming exercise. Have been organized in the same way so what we did to start is just write down one idea per sticky and just make a big old mess and dream big. Put on some music, write down all of the ideas looking back to the research and our how might we statements. And, you know jotted down a bunch of these different solutions and then organize them and grouped them by like ideas so the exercise that we did for insights mapping is one that will repeat for ideation as well. It's really important to create this space for you all to you know work together to think collectively to ideate to generate ideas before you start to hone in again in that same way that you know pre defining categories for insights can can maybe lead us to miss something really in the same same sort of methodology we want to adapt here and apply here as well to create that space for generative, you know creative thinking and then start to to narrow down and look at some of the similarities across the ideas that that you will be coming up with as you dive into your research insights. So we will come back to, we will come back to this really soon because we want to share, you know, sort of our research insights, how we got to these ideas and sort of what's what's next. So a few important points to make on this front, something that often happens in interviews and especially in usability testing maybe not as much an exploratory research but it certainly can happen is that users might give you recommendations they might say oh I really like video I would love a video. And that's great information right to understand that maybe there is a preference for other types of learning outside of, you know, reading text, for example. This is just really to highlight that user recommendations should not be taken as solutions. What we really want to do when we get recommendations like that is really think about, well why are they saying this why is this a preference, and not just taking those recommendations to you right because there might actually be more nuance and more context underneath that recommendation of, you know, maybe wanting to absorb information in different ways maybe through images through, through video and maybe there's a great solution that is waiting to be discovered if you're hearing this from a lot of folks that actually like some sort of visual, you know would be would be really powerful in a specific context. So, you know, don't place for ideation there. And don't just, you know, take those those recommendations that at face value. Um, you know, we talked a lot at the beginnings, you know beginning lessons around this research is really aimed to understand the root causes of the pain point not the side effects. One great example from, from the discussion we were just having is, you know, finding information on the site or maybe looking at the design of a page, maybe that's actually not the problem is how the information is laid out on the page maybe the root cause of the problem is that they don't understand right to the point that was shared before that there is even information out there that they could find to help them address this particular issue. So really again sort of zooming out and making sure that as we approach solutioning we really have that clear sense of like, what are the root causes of these pain points that we're aiming to address and not just the symptoms. If you are in a space where you're working really collaboratively with some of your end users it's always great to pull them into the ideation and prioritization process. In addition to other folks in your organization right especially if you are, you know, creating research artifacts that you can share out and you know, share with your team here are some key insights that we learned. So if you're going to put your buddy in to do this ideation it can be another great way to Victoria's point earlier around gaining buy in to invite folks into this process. As long as you know everybody has that sort of foundational here are the research insights that guide us as we dive into solutioning. And this is, you know, another thing I think that's really important to keep in mind as designers and as the folks that are advocating for the individuals that we serve and that we're designing for. Oftentimes, you know, when we bring the perspective of end users. That's one perspective that joins a broader conversation and then that might be, you know, a conversation with business goals or, you know, a mission or other other pieces that, you know, get pulled into this bigger picture. And so, you know, think of yourselves as advocates for the folks that you're designing for and these sorts of ideation and solution opportunities are really a chance to advocate for them and bring these ideas into these other conversations in these spaces and say, you know, like, here are things we're thinking on and here's the impact that we know they can have. It's unfortunately not always as easy as saying, you know, we did research, here's our idea, let's do it. Oftentimes, you do have to make the case for why these solutions are so important and that, you know, bringing bringing it back to the research and the insights is really critical piece of this. So the exercise I won't spend too much time here, because this is actually what Victoria and I are going to demo but once you get to the space where you have a bunch of ideas. You know, it's the same question right we diverge we have all these great ideas and it's like now what now, you know, how do we identify what to push forward on. And there is this is one way to do that so this is a this, we actually like to call it impact instead of importance this is a mural template that you all will see in your mural mural boards. So this is one way to place potential solutions on a matrix that helps you think through, again, some of those constraints I'm sure everyone is working with some kind of constraints, but also really wanting to have the most impact. So once we generate all of these potential ideas and we know that they're really stemming from the needs that we've identified in the research, how do we choose what to push forward with how do we choose what to prototype and test and try first and So an impact feasibility matrix is one really great way to do that, where you can actually it forces you to talk through some of the different aspects of actually bringing some of these ideas to life, but keeping them in mind in the context of you know what's really important to you as an organization where can you make the most impact, while also acknowledging just some of the constraints that we all have to work with and sort of keep in mind as as we dive into the solutioning. And this is another place where it's great if you do have, you know, engineers on the team if you do have organizers or advocates or other folks you can bring into this process this is another really great opportunity to make this a collaborative exercise. As you talk about, you know, this impact and feasibility discussion.