Kickstarting Design Thinking

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This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.

This presentation was first done at ImpactON / StartupChile evening in 2015.

Published in: Design

Kickstarting Design Thinking

  1. KICKSTARTING DESIGN THINKING Davide ‘Folletto’ Casali
  2. UX Redirector Advisor NIGHT.EU
  3. F E L L O W
  4. @Folletto
  5. WHY DESIGN? PART I
  6. Complex Systems
  7. No simplification BanalizationSimplification Thanks to Tullio Tinti UNMANAGEABLE UNUSEFUL
  8. “ ” H. Rittel, M. Webber Societal problems are inherently different from the problems 
 that scientists and perhaps some classes of engineers deal with. They are inherently ‘wicked’. H. Rittel, M. Webber (1973) Dilemmas in a General Theory of Planning
  9. Wicked problems don’t have clearly defined boundaries. Wicked problems don’t have a point when they are solved. Wicked problems have always more than one explanation. Wicked problems solution attempts change the problem definition. Wicked problems require full responsibility. Wicked problems bleed into one another. Wicked problems have no solution template. Wicked problems are interconnected to each other. Wicked problems have no scientific approach. Wicked problems are unique.
  10. 12. Constants 11. Buffers 10. Material 09. Delays 08. Negative loops 07. Positive loops 06. Information 05. Rules 04. Change & self-organize 03. Goals 02. Paradigms 01. Trascend paradigms Meadows D. (1999) Leverage Points, places to intervene in a system 10 2 8 7 13 11 4 12 5 6 9 MEADOW’S 12 LEVERAGE POINTS
  11. FOUNDATION OF DESIGN THINKING PART II
  12. “ ” John Chris Jones, Design Method Designers are forever bound to treat as real that which exists only in an imagined future and have to specify ways in which the foreseen thing can be made to exist.
  13. Humans
  14. Solution First vs ProblemISSUE No real understanding
  15. Too close to the problemISSUE No view of context
  16. “ ” Manifesto Ibridi Keeping up with global complexity demands a conscious understanding of our cognitive, psychological, physiological peculiarities, and of their limits.
  17. Open → Close
  18. ISSUE Opening without closing No Focus, No Goal
  19. ISSUE Closing too soon Bias, Prejudice
  20. “ ” Dave Gray The most enlightening moments came from understanding and applying the Open – Explore – Close phases.
  21. Iterate
  22. ISSUE Iteration of one Not really a loop
  23. ISSUE Iterate without vision Not going anywhere
  24. “ ” Bruce Lee Be water my friend.
  25. Incremental + Radical Innovation
  26. ISSUE Fear of jumping No real change
  27. ISSUE People resistance to change Expect and manage
  28. “ ” Verganti & Norman Incremental innovation is necessary to transform the radical idea into a form that is acceptable to those beyond early adopters. Verganti & Norman, Incremental and Radical Innovation
  29. Experiment
  30. ISSUE Fear of failure Failure is intrinsic
  31. ISSUE Failing without learning Learn and build up
  32. “ ” Sarah Soule Design thinking stresses the need to rapidly prototype the solution so that the designers can get feedback as quickly as possible.
  33. DESIGN THINKING PART III
  34. “ ” Tim Brown, IDEO Design thinking is a human-centered 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.
  35. Understand & specify the context of use Specify the user & organizational requirements Produce design solutions Evaluate design against requirements Identify need of user centered design System meets specified functional, user & organizational requirements USER CENTERED DESIGN: ISO 13407 (1999)
  36. Stephanie Gioia (2011) http://www.visualmba.info. XPLANE Discover Concept DoDesign CHESKIN Envision Explore InspireCreate Express CONIFER Research Catalog Synthesis Insights COOPER Research Modeling, Scenarios DesignFramework Communicate IDEO Inspiration Ideation Implementation FROG Discover Design Deliver FITCH Discover Define DoDesign N MELVILLE Explore Discover Implement & AssessConcept & Design DIFFERENT MODELS TO DO DESIGN THINKING
  37. from An Introduction to Design Thinkin Empathize Define Ideate Prototype TestStanford Seek Build Imagine Plan MakeFrog CAT Discovery Interpretation Ideation Experimentation EvolutionIDEO Ed.
  38. Empathize Define Ideate Prototype Test from An Introduction to Design Thinkin
  39. Empathize Observe Engage Listen
  40. Define Patterns Insight Focus
  41. Ideate Generate Explore Visualize
  42. Prototype Build Hypothesis Quick
  43. Test Show Behaviour Compare
  44. DESIGN THINKING SPEED RUN PART IV
  45. “ ” Confucio I hear and I forget. I see and I remember. I do and I understand.
  46. THIS IS A SPEED RUN There are many more kinds of activities that can be done.
  47. © Sunni Brown
  48. from An Introduction to Design Thinkin Empathize Define Ideate Prototype Test
  49. Form a team
  50. Pick a challenge
  51. Empathize Un/Knowns
  52. Unknowns Knowns Inspiring People
  53. Empathize Speak To
  54. Identify the people you want to speak to AffectedInvolved Experts
  55. Define Empathy Map
  56. Hears Sees Thinks & Feels Pains Goals Thanks to James Macanufo
  57. Ideate Generate Ideas
  58. 10’ individually · alone · no speaking
  59. share ideas
  60. vote ideas
  61. Prototype Storyboarding
  62. create a storyboard
  63. Test Try with another team
  64. find another team, and share your storyboard
  65. show and tell
  66. WRAP UP PART V
  67. from An Introduction to Design Thinkin Empathize Define Ideate Prototype Test
  68. do observe think dotL O O P
  69. www.frogdesign.com/work/frog-collective-action-toolkit.html
  70. “ ” Bruno Munari To complicate is easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.
  71. Thanks. @Folletto INTENSEMINIMALISM.COM

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