La Netural School è la scuola di formazione orizzontale tra i soci di Casa Netural, spazio di coworking e coliving a Matera. Le slide sono state create da Dominika Majewska.
This document provides guidance for design firms interested in doing social impact work. It discusses establishing focus by choosing intended areas of social impact, partner types, and project offerings. This will increase the likelihood of working on impactful projects and conserving resources. The document also emphasizes demonstrating value to unfamiliar clients, targeting transformational change, and addressing implementation gaps to maximize impact. Overall, it offers best practices for design firms to effectively engage in social impact work.
The document discusses human-centered design and how user experience design should be focused on understanding users and designing experiences based on how people think and work. It provides guidance on concepts like only presenting necessary information, using images over words when possible, reducing choices to minimize decision time, and providing feedback to guide desirable behaviors. The document also includes examples of good and poor UI design practices.
The document summarizes IDEO's Human Centered Design Toolkit, which is an open-source resource provided for free to help organizations better understand community needs and develop innovative solutions. The toolkit consists of a 3 step process - Hear, Create, Deliver - to conduct field research, gain insights, and create and test prototypes. It is intended to be flexible and allow for customization based on each user's situation. The toolkit is currently in its second version and is being improved based on user feedback.
The document outlines the 8 key activities of human centered design: 1) Identify users and their characteristics, 2) Identify usability requirements, 3) Record and analyze users' tasks, 4) Understand users' mental models, 5) Identify appropriate styles and guidelines, 6) Design the interface, 7) Prototype the interaction and interface, and 8) Evaluate and iterate. The process is iterative and allows continual improvement based on user feedback.
This document discusses wicked problems and open innovation approaches to solving them. It defines wicked problems as having unclear definitions and solutions, involving multiple stakeholders with differing views. Normal solutions do not work for wicked problems which can only be understood through attempting solutions. It advocates understanding stakeholders and problems by questioning assumptions and mapping relationships. It then suggests ideating solutions through diverse groups, experimenting with early adopters, and implementing through the early majority. The periodic table framework shown organizes these open innovation activities for addressing wicked challenges through collaboration with society.
The document describes Human Centered Design (HCD) as an approach that creates and delivers solutions based on people's needs. It discusses key principles of HCD, including explicitly understanding users, involving users throughout the design process, taking an iterative approach, and including multidisciplinary perspectives. The document outlines the main phases of HCD - Hear, Create, and Deliver. It presents canvases developed to guide users through each HCD phase and democratize the design process. The overall summary is that HCD is a user-centered, iterative approach to design that focuses on understanding user needs and involving users to create innovative solutions.
Design thinking is a process that uses four foundational practices: empathy, ethnography, abductive thinking, and iterative user testing. It involves comprehending user needs through observation and testing prototypes with users to iteratively design solutions that are user-centered. The stages of design thinking are comprehension, definition, ideation, prototyping, and evaluation.
This document provides guidance for design firms interested in doing social impact work. It discusses establishing focus by choosing intended areas of social impact, partner types, and project offerings. This will increase the likelihood of working on impactful projects and conserving resources. The document also emphasizes demonstrating value to unfamiliar clients, targeting transformational change, and addressing implementation gaps to maximize impact. Overall, it offers best practices for design firms to effectively engage in social impact work.
The document discusses human-centered design and how user experience design should be focused on understanding users and designing experiences based on how people think and work. It provides guidance on concepts like only presenting necessary information, using images over words when possible, reducing choices to minimize decision time, and providing feedback to guide desirable behaviors. The document also includes examples of good and poor UI design practices.
The document summarizes IDEO's Human Centered Design Toolkit, which is an open-source resource provided for free to help organizations better understand community needs and develop innovative solutions. The toolkit consists of a 3 step process - Hear, Create, Deliver - to conduct field research, gain insights, and create and test prototypes. It is intended to be flexible and allow for customization based on each user's situation. The toolkit is currently in its second version and is being improved based on user feedback.
The document outlines the 8 key activities of human centered design: 1) Identify users and their characteristics, 2) Identify usability requirements, 3) Record and analyze users' tasks, 4) Understand users' mental models, 5) Identify appropriate styles and guidelines, 6) Design the interface, 7) Prototype the interaction and interface, and 8) Evaluate and iterate. The process is iterative and allows continual improvement based on user feedback.
This document discusses wicked problems and open innovation approaches to solving them. It defines wicked problems as having unclear definitions and solutions, involving multiple stakeholders with differing views. Normal solutions do not work for wicked problems which can only be understood through attempting solutions. It advocates understanding stakeholders and problems by questioning assumptions and mapping relationships. It then suggests ideating solutions through diverse groups, experimenting with early adopters, and implementing through the early majority. The periodic table framework shown organizes these open innovation activities for addressing wicked challenges through collaboration with society.
The document describes Human Centered Design (HCD) as an approach that creates and delivers solutions based on people's needs. It discusses key principles of HCD, including explicitly understanding users, involving users throughout the design process, taking an iterative approach, and including multidisciplinary perspectives. The document outlines the main phases of HCD - Hear, Create, and Deliver. It presents canvases developed to guide users through each HCD phase and democratize the design process. The overall summary is that HCD is a user-centered, iterative approach to design that focuses on understanding user needs and involving users to create innovative solutions.
Design thinking is a process that uses four foundational practices: empathy, ethnography, abductive thinking, and iterative user testing. It involves comprehending user needs through observation and testing prototypes with users to iteratively design solutions that are user-centered. The stages of design thinking are comprehension, definition, ideation, prototyping, and evaluation.
Slides used by Vincenzo Di Maria, Commonground, during the module "Design Thinking and Design driven approaches for Manufacture 4.0 and Social Innovation" of the course "Design Driven Strategies for manufacture 4.0 and social innovation". The course is promote by the University of Florence DIDA, LAMA Development and Cooperation Agency and CSM Centro Sperimentale del Mobile.
The document discusses a thesis about creative decision-making. It argues that current processes result in unclear messages lacking focus and sincerity. The hypothesis is that designers can lead new generations of decision-makers by employing critical, creative thinking to problems and finding original, innovative solutions. The thesis cites David Kelley saying designers dream of solutions that fit deeper social needs rather than just fixing what exists.
Designing new online support services for woman that have experience violenc...Mariana Salgado
This document provides an overview and agenda for a new media workshop focused on designing online support services for women experiencing violence. The workshop will take place from February 23-27, 2015 in Helsinki, Finland and be run through the Aalto School of Arts, Design and Architecture. Participants will explore how digital media can both perpetuate violence against women but also help fight back by providing support services. Through group work and prototyping, participants will develop design concepts for new digital services that a local women's advocacy NGO can implement. The workshop aims to provide strategic design proposals and tools the NGO can use to improve their service portfolio.
This presentation talks about the definition of what design is. It also touches on the basics of design thinking. It showcases different types of design and concludes with how you can become and designer and what you would need to study design.
This document provides an overview of smart leadership approaches for innovating and cocreating the future. It discusses that traditional ways of thinking, leading, and managing no longer work in today's highly complex reality. New approaches are needed that are systemic, collaborative, and creative. Such approaches include systems thinking processes, participatory processes like dialogue and art of hosting, and creative processes like Theory U and design thinking. The document emphasizes that before innovating products and services, organizations need to innovate their thinking, leadership, strategy, management, and organization.
Design thinking is a methodology that enables designers to come up with new solutions. It involves empathizing with users to understand their needs, defining the problem from the user's perspective, ideating many potential solutions, rapidly prototyping ideas, and testing prototypes with users to learn and improve the design. The goal is to generate the broadest range of creative possibilities and find innovative solutions that better meet user needs.
Gamify Your Team Design Thinking : Experimental Study on a Co-Evolution Theor...Junie Kwon
The document discusses an experimental study on applying gamification techniques to team design thinking processes. It describes using a game called "Manito" where participants secretly observed and designed for each other, sharing insights on social media. Workshops guided participants through design thinking stages of exploring problems and creating prototypes. A survey evaluated outputs on storytelling, sketches, ideas, and attractiveness. Statistical analysis found measures like pins, likes, followers and followings correlated to iterative participation, supporting gamification and social media as effective tools for collaborative design processes.
I design think, therefore I am a UX'er.Chris Jackson
My closing keynote from the inaugural UX Homegrown conference in New Zealand. It focussed on the need to bridge the perceived gap between design thinking and UX, building on my previous "Beyond Design Thinking" presentation. It identifies the richness and diversity of both approaches and how they are better when they are closely connected, especially when framed in a digital context.
I don't present from notes, so they aren't included in the presentation, so you just see text from the slides. I am currently writing a blog post about the presentation, which I will add a link to in due course.
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
The document outlines the design thinking process which includes empathizing with users to understand their needs, generating ideas through divergent and convergent thinking, iteratively prototyping and testing solutions with users, and delivering an innovative product or service. It provides examples of how companies like IDEO, Stanford d.school, Nordstrom, Intuit, and PayPal apply design thinking. The goal of design thinking is to create solutions that solve real user problems and transform their experiences for the better.
C2D2 Artful & Disciplined Dialogue for Wicked ProblemsPeter Jones
Artful and Disciplined Dialogue for Today’s Wicked Problems
Effective change leadership requires negotiating both open and disciplined participation, especially when addressing fuzzy situations such as peace or political reform. What if we treated social and policy issues as wicked problems, concerns that are never “solved,” but are satisfied through evolutionary progression? This approach to social design requires a mix of dialogue styles to enhance ideation and mitigate power in multi-stakeholder engagements.
We present both Art of Hosting (open) and Structured Dialogue as a mix of participation models for problem-focused planning and decision-making. While rarely used together today, we explore why both perspectives help in today’s complex concerns in democratic decision-making.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
Anticipatory Factors in Dialogic Design ISSS 2016Peter Jones
Applications of the systemic practices of dialogic design (Structured Dialogic Design and it variants) have recently developed and integrated futures and foresight models as anticipatory frameworks for policy and long-term planning situations (Weigand, et al, 2014). We have identified this model of practice as collaborative foresight, reflecting the perspective from practice that futures literacy must be considered an essential complement to multi-stakeholder deliberation where complex and competing interests are considered in planning and decision making. This study proposes approaches to advancement in science and practice that integrate essential properties of collective anticipatory modelling for design decisions.
Scientific principles for dialogic design have been developed and practiced over the course of nearly 50 years of developmental evolution, following Warfield’s (1986) Domain of Science Model (DoSM) and Christakis’ (2006, 2008) research extending the DoSM. One of the key principles in the DoSM refers to the recursive learning necessary to develop systemic practices, a second-order (deutero) learning process as noted in Warfield’s DoSM cycle. The standard model requires warranted claims to be evaluated from their testing in the Arena of real-world practice and reflective learning in order to advance new theory for inclusion in the accepted Corpus (theory supported by accepted evidence).
Recent developments from practice following from advanced design and strategic foresight theory lend support for progressing the models of dialogic design to explicitly entail methods of design and futuring within the historical model of dialogue. The observation driving this proposal can be summarized as “participants in collective designing efforts are likely to fail in their expected outcomes if they do not facilitate the requisite anticipation of future complexity in their domain of action.” Simply put, people will make significantly better plans and policies together if they can develop competency in futures thinking and share their understanding with one another.
New Media for the Third Sector/ Case: Naisten Linja/ Class 2Mariana Salgado
This is the second presentation for the one week workshop on the topic New Media for the Third Sector. The case study was the women association: Naisten Linja (women's line). February, 2015.
Presented to the internal creative group at frog design in SF as a way to inform and inspire the team. This deck presents a new way to think about contextual inquiry, participatory design and the future of design research. For, With, and Through Design is a new lens from which to understand the design work that is being conducted at frog and elsewhere.
IIT Design Research Conference 2010 ReviewCeline Pering
The IIT Institute of Design's holds an Annual Design Research Conference (DRC) in downtown Chicago. This year it was held on May 10-12th 2010. The DRC is a professional conference that focuses on:
• Applied practice-based content
• Inspirational points of view
• Practice-focused knowledge sharing
The goal of this presentation is to share the learnings with the internal creative team at frog design to:
• Learn what other design firms are doing
• Gain insights from the work presented
• Understand how the role of design research is evolving
• Contextualize the work we are doing
SDD Symposium - Bringing Design to Dialogic Design Peter Jones
This document discusses the intersection of systems thinking and design. It proposes 10 shared design principles derived from systems theories that can guide design practices for complex social systems. These principles include idealization, appreciating complexity, purpose finding, boundary framing, requisite variety, feedback coordination, system ordering, generative emergence, continuous adaptation, and self-organizing. The document maps these principles to both general design methodologies and specific methods used in Dialogic Design. It concludes that these principles can serve to integrate practices across design projects for complex social domains and address some gaps in current approaches.
The document discusses the relationship between design and social innovation. It proposes establishing a Design Common space to promote interaction between designers and encourage design discourse. Design and social innovation both involve creating new links and thinking in non-traditional ways. However, sometimes innovation has negative outcomes. While creativity thrives on interaction and openness, not all new ideas are good and old traditions still have value. Overall, the document argues that design and social innovation are related through their shared emphasis on forging new connections.
How Might We: Simplexity in Design CharrettesPeter Jones
This document describes Peter Jones' work applying design thinking and systems thinking approaches. It provides an overview of his background and areas of focus, including strategic foresight, innovation, and design for complex problems in healthcare, climate adaptation, and more. It then outlines a design thinking process called Simplexity that engages stakeholders in problem finding, research, defining challenges, idea generation, and prototyping solutions through collaborative workshops.
Humanity Centered Design: Why human centered design is no longer enough and w...Emilia Palaveeva
In the last few years, human centered design has been credited with creating exciting and rich products, services and experiences. But as the pace of change accelerates and we come to terms with the impact of transformational technologies like social media, virtual reality and artificial intelligence, human centered design, with its focus on the individual is no longer sufficient if we hope to create not only delightful but meaningful experiences. Here is why and how design should evolve to be humanity-centered and claim its role as new enlightenment advocate.
Slides used by Vincenzo Di Maria, Commonground, during the module "Design Thinking and Design driven approaches for Manufacture 4.0 and Social Innovation" of the course "Design Driven Strategies for manufacture 4.0 and social innovation". The course is promote by the University of Florence DIDA, LAMA Development and Cooperation Agency and CSM Centro Sperimentale del Mobile.
The document discusses a thesis about creative decision-making. It argues that current processes result in unclear messages lacking focus and sincerity. The hypothesis is that designers can lead new generations of decision-makers by employing critical, creative thinking to problems and finding original, innovative solutions. The thesis cites David Kelley saying designers dream of solutions that fit deeper social needs rather than just fixing what exists.
Designing new online support services for woman that have experience violenc...Mariana Salgado
This document provides an overview and agenda for a new media workshop focused on designing online support services for women experiencing violence. The workshop will take place from February 23-27, 2015 in Helsinki, Finland and be run through the Aalto School of Arts, Design and Architecture. Participants will explore how digital media can both perpetuate violence against women but also help fight back by providing support services. Through group work and prototyping, participants will develop design concepts for new digital services that a local women's advocacy NGO can implement. The workshop aims to provide strategic design proposals and tools the NGO can use to improve their service portfolio.
This presentation talks about the definition of what design is. It also touches on the basics of design thinking. It showcases different types of design and concludes with how you can become and designer and what you would need to study design.
This document provides an overview of smart leadership approaches for innovating and cocreating the future. It discusses that traditional ways of thinking, leading, and managing no longer work in today's highly complex reality. New approaches are needed that are systemic, collaborative, and creative. Such approaches include systems thinking processes, participatory processes like dialogue and art of hosting, and creative processes like Theory U and design thinking. The document emphasizes that before innovating products and services, organizations need to innovate their thinking, leadership, strategy, management, and organization.
Design thinking is a methodology that enables designers to come up with new solutions. It involves empathizing with users to understand their needs, defining the problem from the user's perspective, ideating many potential solutions, rapidly prototyping ideas, and testing prototypes with users to learn and improve the design. The goal is to generate the broadest range of creative possibilities and find innovative solutions that better meet user needs.
Gamify Your Team Design Thinking : Experimental Study on a Co-Evolution Theor...Junie Kwon
The document discusses an experimental study on applying gamification techniques to team design thinking processes. It describes using a game called "Manito" where participants secretly observed and designed for each other, sharing insights on social media. Workshops guided participants through design thinking stages of exploring problems and creating prototypes. A survey evaluated outputs on storytelling, sketches, ideas, and attractiveness. Statistical analysis found measures like pins, likes, followers and followings correlated to iterative participation, supporting gamification and social media as effective tools for collaborative design processes.
I design think, therefore I am a UX'er.Chris Jackson
My closing keynote from the inaugural UX Homegrown conference in New Zealand. It focussed on the need to bridge the perceived gap between design thinking and UX, building on my previous "Beyond Design Thinking" presentation. It identifies the richness and diversity of both approaches and how they are better when they are closely connected, especially when framed in a digital context.
I don't present from notes, so they aren't included in the presentation, so you just see text from the slides. I am currently writing a blog post about the presentation, which I will add a link to in due course.
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
The document outlines the design thinking process which includes empathizing with users to understand their needs, generating ideas through divergent and convergent thinking, iteratively prototyping and testing solutions with users, and delivering an innovative product or service. It provides examples of how companies like IDEO, Stanford d.school, Nordstrom, Intuit, and PayPal apply design thinking. The goal of design thinking is to create solutions that solve real user problems and transform their experiences for the better.
C2D2 Artful & Disciplined Dialogue for Wicked ProblemsPeter Jones
Artful and Disciplined Dialogue for Today’s Wicked Problems
Effective change leadership requires negotiating both open and disciplined participation, especially when addressing fuzzy situations such as peace or political reform. What if we treated social and policy issues as wicked problems, concerns that are never “solved,” but are satisfied through evolutionary progression? This approach to social design requires a mix of dialogue styles to enhance ideation and mitigate power in multi-stakeholder engagements.
We present both Art of Hosting (open) and Structured Dialogue as a mix of participation models for problem-focused planning and decision-making. While rarely used together today, we explore why both perspectives help in today’s complex concerns in democratic decision-making.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
Anticipatory Factors in Dialogic Design ISSS 2016Peter Jones
Applications of the systemic practices of dialogic design (Structured Dialogic Design and it variants) have recently developed and integrated futures and foresight models as anticipatory frameworks for policy and long-term planning situations (Weigand, et al, 2014). We have identified this model of practice as collaborative foresight, reflecting the perspective from practice that futures literacy must be considered an essential complement to multi-stakeholder deliberation where complex and competing interests are considered in planning and decision making. This study proposes approaches to advancement in science and practice that integrate essential properties of collective anticipatory modelling for design decisions.
Scientific principles for dialogic design have been developed and practiced over the course of nearly 50 years of developmental evolution, following Warfield’s (1986) Domain of Science Model (DoSM) and Christakis’ (2006, 2008) research extending the DoSM. One of the key principles in the DoSM refers to the recursive learning necessary to develop systemic practices, a second-order (deutero) learning process as noted in Warfield’s DoSM cycle. The standard model requires warranted claims to be evaluated from their testing in the Arena of real-world practice and reflective learning in order to advance new theory for inclusion in the accepted Corpus (theory supported by accepted evidence).
Recent developments from practice following from advanced design and strategic foresight theory lend support for progressing the models of dialogic design to explicitly entail methods of design and futuring within the historical model of dialogue. The observation driving this proposal can be summarized as “participants in collective designing efforts are likely to fail in their expected outcomes if they do not facilitate the requisite anticipation of future complexity in their domain of action.” Simply put, people will make significantly better plans and policies together if they can develop competency in futures thinking and share their understanding with one another.
New Media for the Third Sector/ Case: Naisten Linja/ Class 2Mariana Salgado
This is the second presentation for the one week workshop on the topic New Media for the Third Sector. The case study was the women association: Naisten Linja (women's line). February, 2015.
Presented to the internal creative group at frog design in SF as a way to inform and inspire the team. This deck presents a new way to think about contextual inquiry, participatory design and the future of design research. For, With, and Through Design is a new lens from which to understand the design work that is being conducted at frog and elsewhere.
IIT Design Research Conference 2010 ReviewCeline Pering
The IIT Institute of Design's holds an Annual Design Research Conference (DRC) in downtown Chicago. This year it was held on May 10-12th 2010. The DRC is a professional conference that focuses on:
• Applied practice-based content
• Inspirational points of view
• Practice-focused knowledge sharing
The goal of this presentation is to share the learnings with the internal creative team at frog design to:
• Learn what other design firms are doing
• Gain insights from the work presented
• Understand how the role of design research is evolving
• Contextualize the work we are doing
SDD Symposium - Bringing Design to Dialogic Design Peter Jones
This document discusses the intersection of systems thinking and design. It proposes 10 shared design principles derived from systems theories that can guide design practices for complex social systems. These principles include idealization, appreciating complexity, purpose finding, boundary framing, requisite variety, feedback coordination, system ordering, generative emergence, continuous adaptation, and self-organizing. The document maps these principles to both general design methodologies and specific methods used in Dialogic Design. It concludes that these principles can serve to integrate practices across design projects for complex social domains and address some gaps in current approaches.
The document discusses the relationship between design and social innovation. It proposes establishing a Design Common space to promote interaction between designers and encourage design discourse. Design and social innovation both involve creating new links and thinking in non-traditional ways. However, sometimes innovation has negative outcomes. While creativity thrives on interaction and openness, not all new ideas are good and old traditions still have value. Overall, the document argues that design and social innovation are related through their shared emphasis on forging new connections.
How Might We: Simplexity in Design CharrettesPeter Jones
This document describes Peter Jones' work applying design thinking and systems thinking approaches. It provides an overview of his background and areas of focus, including strategic foresight, innovation, and design for complex problems in healthcare, climate adaptation, and more. It then outlines a design thinking process called Simplexity that engages stakeholders in problem finding, research, defining challenges, idea generation, and prototyping solutions through collaborative workshops.
Humanity Centered Design: Why human centered design is no longer enough and w...Emilia Palaveeva
In the last few years, human centered design has been credited with creating exciting and rich products, services and experiences. But as the pace of change accelerates and we come to terms with the impact of transformational technologies like social media, virtual reality and artificial intelligence, human centered design, with its focus on the individual is no longer sufficient if we hope to create not only delightful but meaningful experiences. Here is why and how design should evolve to be humanity-centered and claim its role as new enlightenment advocate.
The document discusses challenges in IT projects and solutions to meet user requirements with creativity and collaboration. It emphasizes finding a common goal and democratic process to solve problems. The key messages are that vision and effort are the only prerequisites for a good project, and to focus on the important aspects without striving for perfection. Problems should be solved together by working across boundaries with the right tools.
For a Knowledge Management Round Table, Melbourne. An exploration workshop into using design thinking to support workplace change coupled with digital technologies.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
The document provides information about the Samsung Solve for Tomorrow Competition 2023. It invites students ages 16-25 to design tech solutions that address themes like education, sustainability, diversity and social isolation. Students are guided through the design thinking process of finding a problem, researching users, developing ideas, prototyping a solution, and getting feedback. Winners will receive cash prizes and mentorship to help advance their ideas. The deadline to submit an entry is December 18, 2022.
The document provides information about the Samsung Solve for Tomorrow Competition 2023. It invites students ages 16-25 to design tech solutions that address themes like education, sustainability, diversity and social isolation. Students are guided through the design thinking process of finding a problem, researching users, developing ideas, prototyping a solution, and getting feedback. Winners will receive cash prizes and mentorship to help advance their ideas. The deadline to submit an entry is December 18, 2022.
This document outlines the agenda for a meetup event on design thinking. The event will feature a panel of local designers discussing topics like how design has influenced their work and lives, the changing role of design, human-centered design approaches, and how technology has impacted design processes. The format includes introductions, a panel discussion, questions from attendees, and an update on the local tech hub community. The goal is to discuss how design thinking can change how products are developed and to provide practical tips for incorporating design into work.
The document provides an overview of Session One of an education program on social innovation. It includes definitions of key concepts like social entrepreneurs, social entrepreneurship, and social innovation. It discusses examples of social innovation projects and how they can link to curriculum. It also outlines techniques for pedagogical documentation and reflection. The document concludes by outlining tasks for Session Two, which involve sharing a social innovation project, identifying a social problem to solve, and documenting the process.
This document discusses participatory design and how to conduct remote participatory design sessions during the COVID-19 pandemic. Participatory design involves stakeholders in the design process to better understand their needs. It describes common participatory design activities like generative collaging to elicit ideas and reflective card sorting to evaluate concepts. When planning remote sessions, the document recommends keeping the technology simple, designing effective recruitment, considering the at-home experience by sending materials, and being flexible with logistics like shorter sessions to avoid fatigue from long video calls. The goal is to effectively engage participants remotely to gain insights through adapted participatory design activities.
A Design Thinking Workshop for the MSIS CoreCarl M. Briggs Ph..docxblondellchancy
A Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions
Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and teaching the principles of effective project management to undergraduates, MBA’s and executives in the United States, Europe and Asia. Academic appointments in the United States (IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
4
Why we’re here…
?
?
?
What kind of problems have you solved?
6
MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?
BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
9
Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-focused, and iterative.
… the confidence that new, better things are possible and that you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant, writer and public speaker. After serving in the Marines in WWII, he graduated from Earlham College and then went on to Indiana University for his Masters Degree. He later taught at Wabash College before moving to NYC where he became editor of Industrial Design.
He is the author of By Design: Why There are No Locks on the Bathroom Doors in the Hotel Louis XIV and Other Object Lessons.
He is considered a founding father of modern design thinking.
10
Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the Stanford School of Design.
Very influential in design circles, but becoming more influential in business
DEFINITION:
“A making-based problem solving process that is rooted in human empathy, done iteratively in collaborative multi-disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
https://www.youtube.com/watch?v=UAinLaT42xY
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with people and culture…”
Design Thinking is about collaborative human creativity applied using a specific mindset and process framework focused on solving a wicked problem
Collaborative
Human
Creativity
Mindset
The Design Thin ...
How can an industry that places empathy at the core of its practice ignore the big problems facing South Africa and the continent? In a rapidly changing design landscape will UX designers even be relevant in the future? UX designers exist at a unique interdisciplinary juncture and it gives us the opportunity to create inspiring responses to these questions. With the maturity of design thinking, social innovation, and lean startup, we are uniquely placed to re-apply our skills to find new relevance and greater impact in doing work that matters. But taking action is not easy, even if it can be known what is to be done. In this talk David will explore the new mindsets, skills and attitudes UX designers need to adopt to shift from merely doing design to becoming design activists.
Designing volunteer recruitment campaigns. What can creativity and design do ...Diana Albarran Gonzalez
This document provides guidance on designing effective volunteer recruitment campaigns using creativity and design thinking. It discusses the importance of creativity in solving problems, defines design and design thinking, and recommends researching audience needs to develop targeted personas. The document also suggests mapping the volunteer experience to identify touchpoints and create clear messaging. Finally, it emphasizes the importance of engagement on social media and always acknowledging and thanking volunteers.
Design Thinking and Public Sector Innovation Ben Weinlick
Ben Weinlick of Think Jar Collective gave a keynote for the Canada Conference Board Public Sector Innovation conference on how human centered design thinking can be a game changer for service and system innovation in the public and social sectors.
This document outlines the development of an experimental enterprise called FoodLoop that tackles the urban food waste problem. The enterprise aims to get every housing estate in Britain composting food waste on site and using the compost to grow fruits and vegetables. It discusses the food waste problem, stakeholders involved, the service and system designed including food waste collection, composting, and growing food. It provides examples of other social enterprises and encourages participants to create their own enterprise idea that connects issues and fits their skills. The document promotes an approach of zooming in and out between specific problems and the bigger picture to develop solutions.
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This document outlines a presentation on design thinking given in Kyoto, Japan in July 2018. It defines design thinking as an approach to solving problems by understanding user needs and developing insights to address those needs. The presentation describes design thinking as a mindset and process involving empathy, defining problems, ideating solutions, prototyping, and testing. It provides examples of applying design thinking through a series of exercises and discusses its benefits for creating value. The presentation aims to demonstrate design thinking in practice through group activities and discussions.
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3. What is Social Innovation?
∙ New projects, ideas, and initiatives that meet social needs, create social
relationships and form new collaborations.
∙ Products, services or models addressing unmet needs more effectively.
4. What is Design Thinking?
∙ Creative approach to solving problems
∙ A set of methods and tools
∙ It has 5 main phases
∙ A non linear process
∙ Applicable to any project in any field
5. 0.1 Empathise
0.2 Define (the Problem)
0.3 Ideate0.4 Prototype
0.5 Test
∙ research
∙ consulting experts
∙ observing
∙ engaging
∙ empathizing
(To understand experiences and
motivations of the target group)
∙ put together the information
∙ analyse
∙ synthesise
∙ define the core problem
∙ generate ideas
∙ identify new solutions
∙ first be open
∙ at the end narrow down
∙ produce scale down
versions of the product
or its features
∙ improve and re-examine,
or reject
∙ test the complete product
∙ redefine one or more problems
The process
Source: www.interaction-design.org
6. 0.1 Empathise 0.2 Define
(the Problem)
0.3 Ideate 0.4 Prototype 0.5 Test
Empathise to help
define the problem
Learn about users
through testing
Tests reveal insights that
redefine the problem
Learn from
prototypes to spark
new ideas
Tests create new
ideas for the project
Source: www.interaction-design.org
8. 0.1 Empathise
∙ research (about region, traditions, resources)
∙ consulting experts
∙ observing life in the village
∙ engaging/spending time with the locals
∙ interviews with the locals, the municipality
Photo credit Krstan Petrucz
9. 0.1 _ Observing life in the village
0.2 _ Interview with a local entrepreneur
//Vegetable baskets
10. 0.2 Define (the Problem)
∙ Put together the information
∙ Analyse
∙ Synthesise
∙ Define the core problem
∙ How Might We
Photo credit Krstan Petrucz
11. Low population
density and lack of
infrastructure make it
hard to connect people
and projects, which
prevents mutual knowl-
edge and experience
exchange.
Problem
13. 0.3 Ideate
∙ Visualisation
∙ Apple-Drawing Ideation
∙ Yes, and....
∙ Sketch 8 ideas in 8 minutes
∙ Mash-up innovation
∙ Co-create
∙ Must/Should/Could/Won't
∙ Affinity mapping
Click on the
text to see more
14. Apple-drawing ideation
∙ A warm-up to boost creativity
∙ Quantity is a condition for quality
∙ Building on the ideas of others
Source: www.toolbox.hyperisland.com
15. Affinity Mapping
∙ Tame complexity
∙ Understand what is most important
∙ Identify themes
Source: www.uxdict.io
16. Mash-up Innovation
∙ Write down:
∙ Technologies + Tools
∙ Human Needs
∙ Resources + Services
∙ Combine different ideas together
∙ Create new innovative concepts
Source: www.toolbox.hyperisland.com
20. CLARA
Luzianes
-Gare
Saboia
Santa Clara
a Velha
Sao Martinho
das Amoreiras
Susana
What do I do?
Artist
What help could I need?
Expert knowlegde about
natural pigments
Daniela
What do I do?
Natural pigments expert
What help could I need?
I want to organise a
workshop about dyeing
with natural pigments
•