The document discusses design thinking as a structured process that emphasizes the importance of understanding human needs and behaviors to drive innovation. It highlights key concepts such as prototyping, empathy, and collaboration, which are essential for converting needs into viable solutions. The text also calls for a shift towards sustainable practices and reassessing existing systems to foster a culture of creativity and continuous improvement.

1. Change by Design
Tim Brown with Barry Katz

2. THE POWER OF DESIGN
THINKING
An end to old ideas

3. Feeling,
intuition
and
inspiration
Racional
and
analytical
Design
Thinking
We need new choices

4. PART I
What it is desing thinking?

5. 1. Getting Under your Skin,
or How Design Thinking Is About More Than Style

6. Inspiration
• the problem or
opportunity that
motivates the
search for
solutions
Ideation
• the process of
generating,
developing, and
testing ideas
Three spaces of
innovation
Implementation
• the path that leads
from the project
room to the
market

7. Feasibility
• what is
functionally
possible
within the
foreseeable
future
Viability
• what is
likely to
become part
of a
sustainable
business
model
Desirability
• what makes
sense to
people and
for people
Criteria for successful
ideas

8. Design project
From concept to reality
Is not open-ended and
ongoing
It has a beginning, a
middle, and an end
Restrictions
Forces us to articulate
a clear goal at the
The project
outset
Review progress,
make midcourse
corrections, and
redirect future activity
Level of
creative energy
The clarity, direction,
and limits of a well-defined
project are
vital

9. Mental constraints,
benchmarks and objectives
The brief

10. The inspiration
phase, requires a
small, focused group
Teams of teams

11. Collaborative
Design
practice
Environment (social and spatial)
in which people know they can experiment,
take risks, and explore the full range
of their faculties
Cultures of innovation
Focused
Responsive Flexible
Balance

12. 2. Converting Need into
Demand, or Putting People First

13. Design paradigm: migration of designers toward social and behavioral problems
to recognize unmet needs
Actual
experiences
Behaviors Solution
Insight: learning from the
lives of others

14. Observation relies on
quality, not quantity…
Observation: watching what people
don’t do, listening to what they don’t say

15. Empathy
Insights
Experiences,
emotions
Empathy: standing in the shoes (or
lying on the gurneys) of others

16. 3. A Mental Matrix,
or “These People Have No Process!”

17. The process of the design thinker: looks like a rhythmic exchange between the
Diverge
divergent and convergent phases
Create
choices
Make
choices
Convergent and
divergent thinking
Converge
New options emerge Eliminate options

18. Trust
Optimism
Confidence
Without optimism – the
unshakable belief that
things could be better than
they are – the will
to experiment will be
continually frustrated until
it withers.
A culture of optimism

19. 4. Building To Think,
or The Power Of Prototyping

20. Essential component of
design thinking.
Think with your hands
to unlock your
imagination.
The power of prototyping

21. Process
Quality Content
Quick and dirty
Prototyping
generates
results faster
We will be able
to evaluate
them, refine
them (ideas)
Early
prototypes
should be fast,
rough, and
cheap

22. • Give form to an
idea
• Strengths and
weaknesses
Prototype
Feedback • Achieve enough
• New direction
• More detailed
• More refined
Enough is enough
resolution
• Pick what we want
to learn about
Enough

23. How to prototype
nonphysical
experiences
The “customer
journey”
Touch points: the
customer and the
service or brand
interact
Storyboard-> Scenarios
Prototyping things you
can’t pick up

24. Acting out
Explore an
idea trough
improvisation

25. Minding your own
business
Banner
compelling
vision of
the
customer
experience
project
team built
prototypes
walk-through
experience
Prototype business
strategies, offerings
and organizations
Construct a road map:
technical and
analytical grounding
Displays the elements
of technology,
business and culture

26. New organizational
structures
Less tolerance for
error
Constant change is
inevitable
They slow us down to
speed us up
Phase shift: prototyping
an organization

27. PART II
Where do we go from here?

28. Massive Change
True costs of the
choices we make
Reassessment of
the systems and
processes we use
to create new
things
Find ways to
encourage
individuals to
move toward
more sustainable
behaviors
The future of companies,
economies and Planet Earth

29. services
experiences
participants
New social contract
Altering our behaviors