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Beyond Design Thinking at DNA
The document discusses the evolving role of design thinking in various organizations, emphasizing its dual nature as both a cognitive style and a strategic resource within business contexts. It critiques standardized approaches to design thinking that may stifle innovation and creativity, advocating for a deeper understanding of complex design problems. Furthermore, it highlights the significance of empathy and stakeholder engagement in creating impactful design solutions.
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Beyond Design Thinking at DNA
- 1. BEYOND DESIGN THINKING Lifehack / COCAMassey | August 2015
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- 3. Chris Jackson Service InnovationDirector DNA www.dna.co.nz @northwardsds
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- 11. “For serious studentsand practitioners of design it is important to differentiate between two quite different uses of the term design thinking: 1. A way of analysing and interpreting the distinctive styles of thinking and approaches to problem solving within design, that has been subject of study and discussion by researchers since the 1960s. 2. A business-oriented conception of design that seeks to enhance the value of design professionals and their distinctive expertise. - Mike Press, Design Thinking
- 12. Richard Buchanan Focus on socialsystems, environments and organisations where all interactions take place Communication of information words & images Creation of tangible, physical or material things. Focus on how humans relate to others through the mediation of products Symbols Organisations Interactions Things
- 13. Design Thinking as acognitive style Design Thinking as as a general theory of design Design Thinking as an organisational resource Key text Cross 1982; SChÖn 1983; Rowe {1987} 1998; Lawson 1997; Cross 2006; Dorst 2006 Buchannan 1992 Dunne & Martin, 2006; Bauer & Eagan 2008; Brown 2009; Martin 2009 Focus Individual designers, especially experts Design as a field or a discipline Businesses and other organisations in need of innovation Design’s purpose Problem solving Taming wicked problems Innovation Key concept Design ability as a form of intelligence, relction-in- action, abductive thinking Design has no special subject matter of its own Visualisation, prototyping, empathy, inegrative thinking, abductive thinking Nature of design problems Design problems are ill-structured, problem and solution co-evolve Design problems are wicked problems Organisational problems are design problems Sites of design expertise and activity Traditional design disciplines Four orders of design Any context from healthcare to access to clean water (Brown and Wyatt 2010) LucyKimbell
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- 16. “A codified, repeatable,reusable practice contradicts the nature of innovation, which requires difficult, uncomfortable work to challenge the status quo of an industry or, at the very least, an organization.” - Helen Walters, Fast Company
- 17. “The last strawcame when I realized that the design thinking process had become a nice little packaged “product”. - Design Sojourn, Design Thinking is killing creativity
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- 20. DISCIPLINE Naive Process Method Novice Advanced Beginner CompetentExpert Master Luminary Vision Developed from Kees Dorst
- 21. DISCIPLINE Naive Process Method Novice Advanced Beginner CompetentExpert Master Luminary Vision Profession Practice Process Project Developed from Kees Dorst
- 22. “Given the diversityof these approaches, there is still no clear description of design thinking. > On what principles is it based? > How different is it to other kinds of professional knowledge? > Do all designers exhibit it? > What are its effects within the worlds where design takes place? > How can it be taught?” - Lucy Kimbell, Rethinking Design Thinking
- 23. “Everyone is aDesigner” – Tim Brown, IDEO
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- 25. “Indeed one wayof interpreting Design Thinking is that it is a strategy for companies such as IDEO to be taken more seriously by the business community and by government.” - Mike Press, Design Thinking
- 26. “Too often advocatesof “design” overreach, regarding it as an elixir that can somehow transform conservative companies into creative ones. In the most egregious cases, advocates suggest design thinking can somehow replace nearly all other forms of analysis, planning, and strategy.” - Larry Keeley, Deloitte
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- 28. “We’ve all seenbefore how managers can frame data to fit their narratives. They will find the data that supports their egocentric view if they can. Putting themselves in the customer’s shoes may make that worse.” - Johannes Hattula, HBR
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- 30. “During this userresearch phase many of us (myself included) started to have actual nightmares that we had diabetes. I remember once looking at my toes, wondering if the tingling I was feeling was the onset of diabetes. (It wasn’t — probably just my foot was asleep.) We’d empathized to the point where we really identified with diabetics and their problems, which are considerable. We had so much empathy for them, in fact, that for several weeks, we couldn’t solve the problem. It seemed intractable, given what we knew about the condition and the state of technology at the time.” - Dan Saffer, In Design, Empathy is not enough
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- 34. “The problem withthe thinking-outside-the-box approach is neither its intention nor its tools and processes. The essential fallacy of the approach is its promise to deliver idea generation that is fast, efficient, repeatable, simple, and risk-free. Getting people right requires a deeper investigation into human behavior as well as a longer gestation period for creative ideas.” - Red Associates, Moment of clarity
- 35. 1. Criticism is notallowed. Avoid passing judgment on ideas. Produce as wild a group of ideas as possible. 2. It is acceptable and even desirable to share really unusual ideas. 3. Quantity breeds quality. The greater the volume of ideas, the greater the likelihood of useful ideas. 4. Combine and improve ideas. Participants should improve each other’s ideas and deliberately try to combine each other’s ideas in interesting and surprising ways.
- 36. “Decades of researchhave consistently shown that brainstorming groups think of far fewer ideas than the same number of people who work alone, and later pool their ideas.” - Keith Sawyer, University of Washington
- 37. “Design thinking isalso part of that, I think. That has also disappointed business in a big way. It’s now gotten to the point where people think “no, that kind of creativity is probably too shallow, sorry, that’s not useful for our business.” - Mikkel B Rasmussen, Red Associates
- 38. “Design is tooimportant to be left to designers.” – Raymond Loewy
- 39. Diffuse Design -Ezio Manzini,Design, When everbody Designs
- 40. Expert Design Diffuse Design -EzioManzini, Design, When everbody Designs
- 41. Expert Design CoDesign Diffuse Design -EzioManzini, Design, When everbody Designs
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- 49. “The jobs thatcustomers are trying to get done cannot be deciphered from purchased databases in the comfort of marketers’ offices. It requires watching, participating, writing and thinking. It entails knowing where to look, what to look for, how to look for it and how to interpret what you find.” - Clayton Christensen, Harvard Business School
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- 53. 5CAPITALS NATURAL SOCIAL MANUFACTUREDFINANCIALHUMAN
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- 56. • A key todayis to use information deftly to manage complexity, and you inherently do that with many specialized skills working effectively together. • Great design is a critical catalyst and accelerant to the overall advance you seek, and this stems largely from designers doing a good job of integrating complexity into an elegant and even delightful experience. • But you should avoid labeling this design thinking, because such a label will obscure the deeper truth: What works today is deep, informed analysis seamlessly synthesized into coherent, beautiful solutions. - Larry Keeley, Beyond Design Thinking - Deloitte
- 59. “But successful designis not only about creative thinking. It also involves implementation and ensuring that key ideas maintain their integrity during that process. Designers must be involved over the duration of change processes, providing constant expertise and feedback to identify, test, and deliver durable solutions.” - Helsinki Design Lab
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- 62. Archaeology – ofthe problem, why is this a problem? why has it not been solved? how did it become a problem? who is the problem owner? Paradox – what makes this hard to solve? why is this a hard one? Designers spend a lot of time developing an understanding of this. Stakeholders – create a new context, designers start speaking to a wide gamut of stakeholders and create a very large problem arena. They investigate what are the stakeholders values, motives, desires. What could be potentially useful? Problem Arena – continue developing a very broad problem space, with all the different parties, places, products services, externalities etc that could be interested and interdependent. Themes – designers then start to let themes emerge, which are the back ground to the creation of new frames. Frames – if I look at problem in this way, then… Futures – the development of potential solutions and future scenarios. Transformations – what needs to change for the solution to be implemented? Connections – how can it be connected to rest of the world? - Kees Dorst, Frame Innovation
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- 65. “Deep design –the union of deep practice with robust intellectual inquiry.” - Ken Friedman and Eric Stolterman, MIT Press
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- 67. “Everyone is aDesigner” – Tim Brown, IDEO
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- 69. DISCIPLINE Naive Process Method Novice Advanced Beginner CompetentExpert Master Luminary Vision Developed from Kees Dorst
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- 71. Chef is tofood as X is to design. X is to design as Cook is to food.
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- 74. “With great power comesgreat responsibility.” – Spiderman
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