Tame ProblemsCharacter- well defined, clear solution Methods A linear fashionUsing straightforward, reductionist, repeatable, sequential techniques.
http://www.open.ac.uk/cpdtasters/gb052/index.htmSecondly Complex problems are difficult but well understood, leading to other problems and unexpected consequences by using new technology , development environment or applications.
What cause the wicked problems? People are involved in the situation.
Wicked problems look like a messy sutures which are no stopping rule the problems keep coming out. No right or wrong but it is good or bad. unique and novel which means the problems never exist before. Solution is one -shot operation which are one time to hit the key point if not it will fail and cost a lot of problems and money. No alternative solutions which means there is no other choice solutions and choose.
as a system of overlapping spaces rather than a sequence of orderly steps.
Design thinking process is a circle process which start from Empathize, Define, Ideation, Prototyping and testing .
What is Empathize? it is a human-centered design process to using qualitative methods observations, interviews and immersion to understand the needs, behavior and feeling of users in order to get insights within a human-centered mindset, which lead to innovation solution.
Define is reframe problems from designers’ point of view by using one of methods “how might we..?” to focus on specific users, and insights and needs that designers uncovered during the empathize mode.
Diversity way“Going wide “No judgmentQuick and breadth of ideasEvaluation- Convergence way
Prototyping is to get ideas to build rough and rapid representation physical model to show others in order to experience and interact with team. From the interaction , designers can drive more deeper empathy and get more closer to solutions.
Testing is returning to original user group and testing ideas for feedbacks by using feedback capture Grid , wizard of prototyping or testing with users methods to refine prototypes, point of view and learn more about users. It is a circle process to keep refine and reframed each problems points.
There is an example of Doug Dietz is an expert in designing advanced medical equipment like the MRI. He found out the problems that children get scared about machine and need to be sedated which make the process so difficult. http://www.slate.com/blogs/the_eye/2013/10/18/creative_confidence_a_new_book_from_ideo_s_tom_and_david_kelley.htmlhttp://innovationflow.blogspot.com/2012/06/making-pirate-ships-out-of-mri-design.html
He realized that need to understand the need of customers to gain empathy for children to redesign the the MRI suite into a kid’s adventure pirate ship.
Employees build value
2. While explaining design as an algorithm goes down well with managers, this pitch skips over the pivotal importance of talent and craft.http://www.plan.bz/docs/BeyondDesignThinking_Plan.pdf
“Thinking like a designer can transform the way organizations develop products, services, processes, and strategy. It also allows people who aren’t trained as designers to use creative tools to address a vast range of challenges.”
Design thinking yuechi li
Graphic Design Seminar: Methodologies
Project A, Part 2
Thinking of design as an experience
rather than as isolated objects
Help us deal with a much more
“Design thinking is a humancentered approach to innovation
that draws from the designer's
toolkit to integrate the needs of
people, the possibilities of
technology, and the requirements
for business success.” —Tim
Brown, president and CEO
Design Thinking Process
A human-centered design process
Identify right users
Reframe problems from designers’ point of
Focus on specific users
Provides focus and
frames the problem
Captures the hearts and
minds of people
Provides a reference for
evaluating competing ideas
Empowers team members
to make decisions
Brainstorming and coming up with creative solutions
“Step beyond general
solution and make
areas of exploration”
“Create fluency and
flexibility in innovation
Building a representation of ideas to show to
Build to think- exploration
Testing- refine solution with users
Fail quickly and cheaply
Manage the solution- building process
Returning to original user group and
testing ideas for feedbacks.
Refine prototypes and solutions
Test and refine point of view
Learn more about users
Feedback Capture Grid
Wizard of Oz Prototyping
Testing with Users
MRI Scan for children a problem
• Children get scared
about the machine
• need to be sedated
• Difficult process
• The number of patients were
• More patient can get scanned
• Patient satisfaction was
Culture required for supporting Design Thinking
‘Design Thinking is a failed experiment. The success rate for Design Thinking
processes was very low.’
Processes do need to be in place; but too much emphasis on process
can turn off talented designers.
Process is not enough, success also requires design leaders to set the right
context and deploy high-quality design talent
“Radical innovation does not come from users”
“Designers have become less visionary. They have spent the last 10 years
getting close to consumers and trying to become businessmen, and have lost
Brainstorming is not a best template
for group creativity. Individual comes out
more ideas than the teams.
Brainstorming and nearly all
idea generation techniques are
divergence acts which is
not convergence methods.
Criticism in the brainstorming is more
Brainstorming is idea volume,
not depth or quality.
The people leading an idea
generation session matters.
Building 20 “ranks as one of the
most creative environments of all time”
but brainstorming has achieved
The brainstorming myth.
BY JONAH LEHRER
Generating ideas is a small part
of the process.
IN DEFENSE OF BRAINSTORMING: AGAINST
LEHRER’S NEW YORKER ARTICLE