59. デザイン思考とは？
“a methodology that imbues
the full spectrum of innovation
activities with a humancentered design ethos.”
Tim Brown, CEO of IDEO
写真：@tceb62 ＜https://twitter.com/tceb62＞
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一般社団法人デザイン思考研究所
62. デザインとは？
“Everyone designs who
devises courses of action
aimed at changing
existing situations into
preferred ones”
Herbert A. Simon(1996)
The sciences of the artificial
「システムの科学」
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一般社団法人デザイン思考研究所
76. 学習スタイルと
イノベーション・プロセス
参照：Beckman, S.L. and Barry, M. (2007) Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50, 25‒56.
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一般社団法人デザイン思考研究所
77. デザイン思考だけでOK？？
Business has only
two functions —
marketing and
innovation.
- Drucker, P.F.
参照：Drucker, P. (1974) Management. New York: Harper & Row.
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一般社団法人デザイン思考研究所
88. 共感について
“By the imagination we
place ourselves
in his situation,
we conceive ourselves
enduring all the same
torments”
Adam Smith
(Theory of Moral Sentiments, I.i.1.2)
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一般社団法人デザイン思考研究所
89. ２つの共感
sympathize
• シンクロ
• 実体験から
参照：Vittorio Caggiano, Leonardo Fogassi, Giacomo Rizzolatti, Peter Thier, Antonino Casile. Mirror Neurons Differentially Encode
the Peripersonal and Extrapersonal Space of Monkeys, Science, Vol. 324, No. 5925. (DOI: 10.1126/science.1166818)
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一般社団法人デザイン思考研究所
90. ２つの共感
empathize
sympathize
• シンクロ
• 実体験から
• 中に入り込む
• 想像から
参照：Vittorio Caggiano, Leonardo Fogassi, Giacomo Rizzolatti, Peter Thier, Antonino Casile. Mirror Neurons Differentially Encode
the Peripersonal and Extrapersonal Space of Monkeys, Science, Vol. 324, No. 5925. (DOI: 10.1126/science.1166818)
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一般社団法人デザイン思考研究所
91. ２つの共感
empathize
sympathize
• シンクロ
• 実体験から
• 中に入り込む
• 想像から
受動的
能動的
参照：Vittorio Caggiano, Leonardo Fogassi, Giacomo Rizzolatti, Peter Thier, Antonino Casile. Mirror Neurons Differentially Encode
the Peripersonal and Extrapersonal Space of Monkeys, Science, Vol. 324, No. 5925. (DOI: 10.1126/science.1166818)
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一般社団法人デザイン思考研究所
218. コンセプトは
リーダーシップのカギ
“the essence of strategy is
choosing what not to do”
“Indeed, setting limits is
another function of
leadership”
Porter, M. (1996)
マイケル・ポーター
参照：Porter, M. (1996). What is strategy
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一般社団法人デザイン思考研究所
283. what is the focus of your solution?
solution
event
what is missing from their life?
need
who are they?
what do they want?
user
https:// designthinking.or.jp
sum it up.
why is this the best direction?
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
284. what is the focus of your solution?
彼らは何者で
何を求めて
いるか？
solution
need
user
https:// designthinking.or.jp
event
what is missing from their life?
sum it up.
why is this the best direction?
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
285. 彼らの生活に
何が欠けて
いるか？
need
who are they?
what do they want?
user
https:// designthinking.or.jp
Why is your solution transformative?
solution
event
sum it up.
why is this the best direction?
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
286. なぜ解決策に
現状を変化
させる力が
あるのか？
solution
event
what is missing from their life?
need
who are they?
what do they want?
user
https:// designthinking.or.jp
sum it up.
why is this the best direction?
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
287. 何が起こるか？
Why is your solution transformative?
なぜ解決策が
適合するのか？
solution
event
what is missing from their life?
need
who are they?
what do they want?
user
https:// designthinking.or.jp
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
288. 彼らは何者で
何を求めて
いるか？
彼らの生活に
何が欠けて
いるか？
need
user
何が起こるか？
Why is your solution transformative?
なぜ解決策が
適合するのか？
solution
event
what is missing from their life?
who are they?
what do they want?
https:// designthinking.or.jp
なぜ解決策に
現状を変化
させる力が
あるのか？
conflict
reaction
resolution
character action
一般社団法人デザイン思考研究所
304. 学習スタイルと
イノベーション・プロセス
参照：Beckman, S.L. and Barry, M. (2007) Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50, 25‒56.
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一般社団法人デザイン思考研究所
305. 漏斗
引用：Martin, R.(2009) The design of business, Harvard business press.
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一般社団法人デザイン思考研究所
307. デザインとは？
“Everyone designs who
devises courses of action
aimed at changing
existing situations into
preferred ones”
Herbert A. Simon(1996)
The sciences of the artificial
「システムの科学」
https:// designthinking.or.jp
一般社団法人デザイン思考研究所
309. Fail fast, Learn a lot.
素早く失敗し、多くを学ぶ
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一般社団法人デザイン思考研究所
310. 参考文献・参考資料
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Beckman, S.L. and Barry, M. (2007) Innovation as a Learning Process: Embedding Design Thinking.
California Management Review, 50, 25‒56.
Drucker, P. (1974) Management. New York: Harper & Row.
Ericsson, K.A. (1996). The Road to Excellence: The Acquisition of Expert Performance in the Arts
and Sciences, Sports and Games. Lawrence Erlbaum Associates.
Fleming, Lee, Perfecting Cross-Pollination. Harvard Business Review, 00178012, Sep2004, Vol. 82,
issue 9.
Govindarajan,V., Trimble,C.(2012) The Other Side of Innovation: Solving the Execution Challenge,
Harvard Business Review Press.
Hanks, K. & Belliston, L (2006) Rapid Viz: A new method for the rapid visualization of ideas, Course
Technology.
Hasso Plattner Institute of Design at Stanford (d.school). The bootcamp bootleg.
IDEO.org, The HCD Toolkit <http://www.ideo.com/work/human-centered-design-toolkit/>
Judson, K., Schoenbachler, D., Gordon, G., Ridnour, R., Weilbacker, D. 2006. The new product development process: let
the voice of the salesperson be heard. Journal of Product & Brand Management 15(2/3), 194-202.
Kotler, Philip; Kartajaya, Hermawan; Setiawan, Iwan (2010) Marketing 3.0: From Products to
Costumers to the Human Spirit, Wiley.
Martin, R.(2009) The design of business, Harvard business press.
Meister, J.C. & Willyerd, K. (2010) The 2020 Workplace: How Innovative Companies Attract, Develop,
and Keep Tomorrow's Employees Today, HarperBusiness.
Neumeier, M. (2012) The designful company. Peachpit Press.
Patnaik, Dev. (2009) Wired to Care, FT Press.
Pink, D.(2006) A Whole New Mind: Why Right-Brainers Will Rule the Future, Riverhead Trade.
Porter, M. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
https:// designthinking.or.jp
一般社団法人デザイン思考研究所
311. 参考文献・参考資料
1.
2.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
Schrage, M. (1996) Cultures of Prototyping in Bringing Design to Software, Terry Winograd,1996.
Simon, Herbert A. (1996) The Sciences of the Artificial, The MIT press.
Smith, Adam. (1875) Theory of Moral Sentiments.
Stickdorn, M. & Schneider, J. (2010). This is Service Design Thinking. Basics ‒ Tools ‒ Cases.
Amsterdam: BIS Publishers
Vittorio Caggiano, Leonardo Fogassi, Giacomo Rizzolatti, Peter Thier, Antonino Casile. Mirror Neurons
Differentially Encode the Peripersonal and Extrapersonal Space of Monkeys, Science, Vol. 324, No.
5925.
A. トフラー(1982)『第三の波』中央公論社
D. ノーマン (2004)『エモーショナル・デザイン』岡本明＆安村通晃＆伊賀聡一郎＆上野晶子訳、新曜社
F・ドゥ・ヴァール(2010)『共感の時代へ』 柴田裕之訳、紀伊國屋書店
J. シュナイダー＆J. ホール(2011)「新製品が失敗する5つの理由」『Diamondハーバード・ビジネス・レ
ビュー』 ダイヤモンド社、36(7)、142-147
J. ヤング(1988)『アイデアのつくり方』 今井茂雄訳、阪急コミュニケーションズ
L. マッガウ(2006)『記憶と情動の脳科学』久保田競＆大石高生監訳、講談社
P. F. ドラッカー(1993)『ポスト資本主義社会』上田惇生訳、ダイヤモンド社
P. F. ドラッカー(2005)『テクノロジストの条件』上田惇生訳、ダイヤモンド社
T. ケリー＆J. リットマン(2002)『発想する会社!』鈴木主税＆秀岡 尚子訳、早川書房
T. ブラウン(2010)『デザイン思考が世界を変える』千葉敏生訳、早川書房
Ｗ・ブライアン・アーサー (2011)『テクノロジーとイノベーション―― 進化／生成の理論 』有賀裕二監修、日
暮雅通 訳、みすず書房
アンドリュー・S. グローヴ (1996)『インテル経営の秘密―世界最強企業を創ったマネジメント哲学』小林薫訳、
早川書房
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一般社団法人デザイン思考研究所
A short example highlights the importance of understanding needs at all three levels of use, usability and meaning. A number of Native American tribes, and in particular, the Mono Indian tribes in Fresno and Madera Counties in California, subsisted on acorn flour prepared by grinding the acorns (Figure 5). The grinding was done by the women in the tribe who all sat around a large, flat granite boulder with holes in it that served as mortars to do their work. In the early 1900s, the U.S. Government attempted to improve the efficiency and productivity of the acorn grinding process by providing iron grinders (Figure 5). The attempt failed. Why? The grinding activity served a variety of purposes beyond simply preparing flour for food. It was the place where women gathered to tell stories and pass along the traditions of their people. The grinding activity provided the backdrop or rhythm for the telling of the stories; the women viewed it as accompaniment to the sharing of their heritage. The U.S. Government approached the problem to be solved as one of food processing, completely missing the much deeper meaning of the activity, and thus failed with its solution. Understanding the broader context might have enabled the development of something much more powerful, and something that would actually be adopted. (
A short example highlights the importance of understanding needs at all three levels of use, usability and meaning. A number of Native American tribes, and in particular, the Mono Indian tribes in Fresno and Madera Counties in California, subsisted on acorn flour prepared by grinding the acorns (Figure 5). The grinding was done by the women in the tribe who all sat around a large, flat granite boulder with holes in it that served as mortars to do their work. In the early 1900s, the U.S. Government attempted to improve the efficiency and productivity of the acorn grinding process by providing iron grinders (Figure 5). The attempt failed. Why? The grinding activity served a variety of purposes beyond simply preparing flour for food. It was the place where women gathered to tell stories and pass along the traditions of their people. The grinding activity provided the backdrop or rhythm for the telling of the stories; the women viewed it as accompaniment to the sharing of their heritage. The U.S. Government approached the problem to be solved as one of food processing, completely missing the much deeper meaning of the activity, and thus failed with its solution. Understanding the broader context might have enabled the development of something much more powerful, and something that would actually be adopted. (
Brainstorm to get a lot of ideas quickly, and get past the obvious and easy ones. Build off each other and take advantage of the different perspectives on the team – this means you need to listen to each other and think how can you make someone’s idea even better.Brainstorming is the start of the process to find a great solution – exposing yourself to each other’s ideas get you thinking about many directions.And use brainstorming as a very intentional time when you are deferring judgment and being open to all ideas that might come up. (You can judge them later.)
“Linus Pauling said . . .” “Get in there and build off each other, and get a lot of ideas.”(image: ideaelevator.co)
“ . . . This is one of the few times in a design process when we have rules laid out. It may seem counter-intuitive to have rules for a mind-blowing-free-for-all-idea-fest. But these rules are actually to help be your best as a brainstorming team.”
“ . . . This is one of the few times in a design process when we have rules laid out. It may seem counter-intuitive to have rules for a mind-blowing-free-for-all-idea-fest. But these rules are actually to help be your best as a brainstorming team.”
Prototypes are more than just products, services, experiences, systems.We have an expansive view about what a prototype can be.Image from flickr_jurvetson:A three-axis prototype controller, giving pitch, yaw and roll control to the NASAGemini capsule pilot, circa 1962.Hand-carved wooden grip.
Way to represent an idea that is testable
DAY 2 SLIDE
Beginner mindsetSimilar to handing a BABY a toy- let them explore the space or handle the product.Set the scene to give the apropos contextLike the tourist scene, you are only a guide
Teamworkbe mindful of the questions, and question backBody language, facial expressions, Be cognizant of MISUSE– quite telling in users’ desires and intuition that you should tap into- WORKBOOK
This is where the commitment to lo-res comes in- low res- it means you’re not wedYou are willing to fail fabulously and iterate on the fly. The user isn’t sure what the handle is for? Rip it off. The space you created has constrained the user, redesign right there and then to remove obstaclesOpen-ended questions- answer a question with a questionThe user is the expert
let the user experience the prototype: set the scenesurrounding your prototype // give a short explanationto set context // act like a guide (not a lead)observe the experience: capture what worked, and what didn’t work // see how users use and mis-useyour prototype // listenmore than you talk to give users a chance to interpret engagethe user: iterateon the fly to communicate learnings // ask specific, open-endedquestions // remember: the user is the expert
