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BEYOND
DESIGN
THINKING
Lifehack / COCA Massey | August 2015
THEREHASNEVER
BEENAMORE
EXCITINGTIMETO
BEADESIGNER.
Chris Jackson
Service Innovation Director
DNA
www.dna.co.nz
@northwardsds
WE’RE
53DESIGNERS,
INAUCKLAND
AND
WELLINGTON,
25YEARSOLD,
ANDSTILL
CURIOUS.
WHOISDNA?
WEWORK
WITHDIVERSE
BUSINESSESAND
ORGANISATIONS
ACROSSAWIDE
RANGEOF
PROJECTS.
WHATDOWEDO?
Beyond Design Thinking at DNA
DOUBLE
DIAMOND
C
COOPER USER
EXPERIENCE
IIT
INNOVATION
D-SCHOOL
DESIGN
THINKING
LEAN
USER
EXPERIENCE
AGILE
SOFTWARE
DEVELOPMENT
HUMAN
CENTRED
DESIGN
S
DESIGN
SPRINTS
DOBLIN TEN
TYPES OF
INNOVATION
MIX&MASH
METHODOLOGIES
CULTIVATINGDESIGN
PRACTICE
SERVICEDESIGN,
UX&CX
CX
SD
UX
Kerry Bodine
WHATISDESIGN
THINKING?
“For serious students and 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
Richard
Buchanan
Focus on social systems,
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
Design Thinking as
a cognitive 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
EMPATHY
DEFINE
IDEATE
PROTOTYPE
TEST
D-SCHOOL
DESIGNTHINKING
EMPATHY
IDEATE
DEFINE
PROTOTYPE
TEST
D-SCHOOL
DESIGNTHINKING
“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
“The last straw came when I realized that the design thinking
process had become a nice little packaged “product”.
- Design Sojourn, Design Thinking is killing creativity
UXDESIGN
DISCIPLINE
DISCIPLINE
Naive
Process Method
Novice Advanced
Beginner
Competent Expert Master Luminary
Vision
Developed from
Kees Dorst
DISCIPLINE
Naive
Process Method
Novice Advanced
Beginner
Competent Expert Master Luminary
Vision
Profession
Practice
Process
Project
Developed from
Kees Dorst
“Given the diversity of 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
“Everyone is a Designer”
–	 Tim Brown, IDEO
DESIGNTHINKING
ISACONSIPRACY
BETWEENIDEO
AND3M.
“Indeed one way of 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
“Too often advocates of “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
EMPATHYIS
NOTATOOL
ORAMETHOD.
“We’ve all seen before 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
EMPATHY
CANLEADTO
EGOCENTRISM.
“During this user research 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
RED
ASSOCIATES
ETHNOGRAPHY
SENSEMAKE
“The problem with the 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
1.	Criticism is not allowed. 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.
“Decades of research have 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
“Design thinking is also 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
“Design is too important
to be left to designers.”
–	 Raymond Loewy
Diffuse Design
-Ezio Manzini, Design, When everbody Designs
Expert Design
Diffuse Design
-Ezio Manzini, Design, When everbody Designs
Expert Design
CoDesign
Diffuse Design
-Ezio Manzini, Design, When everbody Designs
PROTOTYPES
MYEXPERIENCE
FELLOW
SENSE
MAKER
AMPLIFY
DAMPEN
Beyond Design Thinking at DNA
JOBS
TOBE
DONE.
“The jobs that customers 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
CUSTOMERJOBS
NOT
CUSTOMERPERSONAS
CUSTOMERDECISIONJOURNEYS
NOT
INTERACTIONS
CUSTOMERDECISIONS
NOT
EMOTIONS - Graham Hill
MEASURETHE
RIGHTTHINGS
MEANING
IDENTITY
EMOTION
PRICE
FUNCTION
Quantitative
Qualitative
TOTAL
VALUE
- Nathan Shedroff, CAA
5CAPITALS
NATURAL SOCIAL MANUFACTURED FINANCIALHUMAN
KPI’S
OUTCOMES
NOT
OUTPUTS
•	A key today is 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
Beyond Design Thinking at DNA
Beyond Design Thinking at DNA
“But successful design is 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
Design DeliveryChallenge
Challenge
Design
Delivery
Archaeology – of the 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
PHILOSOPHY
SOCIAL
SCIENCES
DESIGN
PRACTICE
POLITICS
AESTHETICS
CRAFT
COMPLEXITY SYSTEMS
BUSINESS
METRICS
PHILOSOPHY
SOCIAL
SCIENCES
DESIGN
PRACTICE
POLITICS
AESTHETICS
CRAFT
COMPLEXITY SYSTEMS
BUSINESS
METRICS
DEEP
DESIGN
“Deep design – the union of deep practice with robust
intellectual inquiry.”
- Ken Friedman and Eric Stolterman, MIT Press
DEEP
DESIGN
DESIGN
THINKING
“Everyone is a Designer”
–	 Tim Brown, IDEO
DESIGNGETS
DISMISSED
EVERYONEISA
DESIGNER
RESULTSARE
INADEQUATE
DISCIPLINE
Naive
Process Method
Novice Advanced
Beginner
Competent Expert Master Luminary
Vision
Developed from
Kees Dorst
EVERYONE
CANCOOK
EVERYONE
ISACHEF
Chef is to food as X is to design.
X is to design as Cook is to food.
Beyond Design Thinking at DNA
CREATIVITY
PERSEVERANCE
RESOURCEFULNESS
DESIGNERLY
INFLUENCER
COLLABORATOR
FACILITATOR
LEADER
EQ/IQ
HUMILITY
LISTENER
TRANSLATOR
CURIOSITY
COMPASSIONATE
SYSTEMSTHINKER
POLITICAL
MOTIVATED/ACTIVE
SOCIAL
PROBLEMSOLVER
COMMUNICATOR
CRAFTER/ARTISAN
MULTI-DISCIPLINARY
INNOVATOR
BRAVE
RESILIENT
OBSERVANT
INTEGRATOR
OPTIMISTIC
ADAPTABLE
AMBIGUITY:)
(SELF)AWARE
LEARNER
CONFIDENT
MAKER
ORGANISER
GENEROUS
FUN
SUPPORTIVE
ACCESSIBLE
EMPATHIC
SENSEMAKER
HEALTHY
“With great power
comes great responsibility.”
–	Spiderman
THEREHASNEVER
BEENAMORE
EXCITINGTIMETO
BEADESIGNER.

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