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This document provides an overview of design thinking and its key principles. It discusses design thinking as a human-centered approach to solving "wicked problems" that are complex with no clear boundaries or solutions. The document outlines several models of the design thinking process, emphasizing the importance of empathy, defining problems from the user's perspective, ideating creative solutions, prototyping ideas, and testing. It then provides a sped-up example of running through the design thinking process in a short time period to address a challenge and gain feedback through prototyping and testing with another team. The document stresses that design thinking is about simplifying problems through an iterative process of understanding human needs and rapidly testing potential solutions.
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- 3. F E LL O W
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- 7. No simplification BanalizationSimplification Thanksto 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 haveclearly 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
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- 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.
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- 14. Solution First vsProblemISSUE No real understanding
- 15. Too close tothe problemISSUE No view of context
- 16. “ ” Manifesto Ibridi Keeping upwith global complexity demands a conscious understanding of our cognitive, psychological, physiological peculiarities, and of their limits.
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- 18. ISSUE Opening withoutclosing No Focus, No Goal
- 19. ISSUE Closing toosoon Bias, Prejudice
- 20. “ ” Dave Gray The mostenlightening moments came from understanding and applying the Open – Explore – Close phases.
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- 22. ISSUE Iteration ofone Not really a loop
- 23. ISSUE Iterate withoutvision Not going anywhere
- 24. “ ” Bruce Lee Be watermy friend.
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- 26. ISSUE Fear ofjumping No real change
- 27. ISSUE People resistanceto change Expect and manage
- 28. “ ” Verganti & Norman Incrementalinnovation is necessary to transform the radical idea into a form that is acceptable to those beyond early adopters. Verganti & Norman, Incremental and Radical Innovation
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- 30. ISSUE Fear offailure Failure is intrinsic
- 31. ISSUE Failing withoutlearning Learn and build up
- 32. “ ” Sarah Soule Design thinkingstresses the need to rapidly prototype the solution so that the designers can get feedback as quickly as possible.
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- 34. “ ” Tim Brown, IDEO Designthinking 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 contextof 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 Introductionto 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 Introductionto Design Thinkin
- 39. Empathize Observe EngageListen
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- 41. Ideate Generate ExploreVisualize
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- 43. Test Show BehaviourCompare
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- 45. “ ” Confucio I hear andI forget. I see and I remember. I do and I understand.
- 46. THIS IS ASPEED RUN There are many more kinds of activities that can be done.
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- 48. from An Introductionto Design Thinkin Empathize Define Ideate Prototype Test
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- 54. Identify the people youwant to speak to AffectedInvolved Experts
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- 56. Hears Sees Thinks &Feels Pains Goals Thanks to James Macanufo
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- 58. 10’ individually ·alone · no speaking
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- 64. Test Try withanother team
- 65. find another team, andshare your storyboard
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- 68. from An Introductionto Design Thinkin Empathize Define Ideate Prototype Test
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- 72. “ ” Bruno Munari To complicateis easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.
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