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Design Thinking: The Essentials




               © 2012, Sato+Partners, LLC   www.satopartners.com
Design Thinking: What’s it good for?

                                                              What we          What we
                                                               Know 	

       Don’t Know 	


If the answer to a question is
“that depends”, then using a                              Conventional
Design Thinking approach                      We Know	

 Decision-Making	

will be helpful.

The more context-dependent
a response is, the more                                                        Design
beneficial it is to use Design                We Don’t                        Thinking	

Thinking.                                     Know	





                            © 2012, Sato+Partners, LLC                              www.satopartners.com
Design Thinking: Why it works

Design Thinking is essentially                                  What we          What we
structured trial and error – refined                             Know 	

       Don’t Know 	

over the years to be as efficient as
possible borne out of the need to
include non-rational (aesthetics,                           Conventional
                                                We Know	

 Decision-Making	

emotions, etc.) factors in decision-
making.

Iteratively hypothesizing and
prototyping helps the decision-                                                  Design
maker to:                                       We Don’t                        Thinking	

                                                Know	

•  Realize what they needed to
   know but don’t know
•  Discover what they don’t know
•  Validate what they do know and
   their ideas
                            © 2012, Sato+Partners, LLC                              www.satopartners.com
Design Thinking: What it does

	

                                                                                             Reflect

•  Addresses complex, dynamic, “fuzzy”                                                                    Reason

    challenges
•  Blends and prioritizes rational (left-
    brain) and non-rational (right-brain)                                      Frame                      Conceive
    factors
•  Relies on understanding actions not                     Know                               Intent                                 Make

    words                                                  Hypothesize         Discover                     Resolve              Evaluate
•  Triangulates relevance with reliability
    for better decisions                                                                                  Iterate
•  Is integrative, multidisciplinary,                                                                      Validate
    iterative, collaborative, adaptable,
    scalable, visual                                                                              Act

•  Complements conventional decision-
    making
                                                             Builds on: Charles Owen Design Process Newsletter, Institute of Design, 1993




                              © 2012, Sato+Partners, LLC                                                            www.satopartners.com
Steve Sato
                                        Sato+Partners
Thank you                               Bridging Business & Design
                                        Steve@SatoPartners.com
     	

                                +1.360.901.1530
                                        www.satopartners.com




We have extensive experience in using Design Thinking to help companies grow
and compete through customer experience, design and innovation by bringing:
• best design practices to business
• best business practices to design
Please contact us with your challenge

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Design Thinking: The Essentials

  • 1. Design Thinking: The Essentials © 2012, Sato+Partners, LLC www.satopartners.com
  • 2. Design Thinking: What’s it good for? What we What we Know Don’t Know If the answer to a question is “that depends”, then using a Conventional Design Thinking approach We Know Decision-Making will be helpful. The more context-dependent a response is, the more Design beneficial it is to use Design We Don’t Thinking Thinking. Know © 2012, Sato+Partners, LLC www.satopartners.com
  • 3. Design Thinking: Why it works Design Thinking is essentially What we What we structured trial and error – refined Know Don’t Know over the years to be as efficient as possible borne out of the need to include non-rational (aesthetics, Conventional We Know Decision-Making emotions, etc.) factors in decision- making. Iteratively hypothesizing and prototyping helps the decision- Design maker to: We Don’t Thinking Know •  Realize what they needed to know but don’t know •  Discover what they don’t know •  Validate what they do know and their ideas © 2012, Sato+Partners, LLC www.satopartners.com
  • 4. Design Thinking: What it does Reflect •  Addresses complex, dynamic, “fuzzy” Reason challenges •  Blends and prioritizes rational (left- brain) and non-rational (right-brain) Frame Conceive factors •  Relies on understanding actions not Know Intent Make words Hypothesize Discover Resolve Evaluate •  Triangulates relevance with reliability for better decisions Iterate •  Is integrative, multidisciplinary, Validate iterative, collaborative, adaptable, scalable, visual Act •  Complements conventional decision- making Builds on: Charles Owen Design Process Newsletter, Institute of Design, 1993 © 2012, Sato+Partners, LLC www.satopartners.com
  • 5. Steve Sato Sato+Partners Thank you Bridging Business & Design Steve@SatoPartners.com +1.360.901.1530 www.satopartners.com We have extensive experience in using Design Thinking to help companies grow and compete through customer experience, design and innovation by bringing: • best design practices to business • best business practices to design Please contact us with your challenge