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Design thinking yuechi li

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Design thinking yuechi li

  1. 1. Design Thinking Yuechi Li Graphic Design Seminar: Methodologies GRDS-701-OL1 Project A, Part 2
  2. 2. What is Design?
  3. 3. ”Design as an innovation technique is always a problem solving activity." Professor Brigitte Borja de Mozota Universite Rene Descartes in France
  4. 4. Types of Problem Simple Problems Questions Clear problem Solutions Clear solution and end point
  5. 5. Difficult Complex Problems Questions Other Questions Well understood Solutions
  6. 6. Difficult Complex Problems Questions Solutions Wicked Problems But not well understood More Questions More Questions ……
  7. 7. Wicked Problems looks like this
  8. 8. Usually People are involved in the problem which why it is wicked
  9. 9. Wicked Problems’ Characteristics • • • • • No stopping rule No right or wrong Unique and novel Solution is one-shot operation No alternative solutions
  10. 10. Smart people + technology Solutions
  11. 11. Design Thinking
  12. 12. “ Thinking of design as an experience rather than as isolated objects Help us deal with a much more complex world. Tim Brown ”
  13. 13. “Design thinking is a humancentered 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.” —Tim Brown, president and CEO
  14. 14. Design Thinking Process Empathize Define Testing Prototyping Ideation
  15. 15. Empathize A human-centered design process Qualitative methods Uncover Needs Identify right users Guide Innovation Discover emotions Observations Immersion Interviews
  16. 16. Define Reframe problems from designers’ point of view Focus on specific users Provides focus and frames the problem Captures the hearts and minds of people Provides a reference for evaluating competing ideas Empowers team members to make decisions
  17. 17. Ideation Brainstorming and coming up with creative solutions “Step beyond general solution and make innovation” “Uncover unexpected areas of exploration” “Harness Collective perspective” “Create fluency and flexibility in innovation Options”
  18. 18. Prototyping Building a representation of ideas to show to others Build to think- exploration Testing- refine solution with users Inspiration others Solve disagreements Fail quickly and cheaply Manage the solution- building process
  19. 19. Returning to original user group and testing ideas for feedbacks. Testing Refine prototypes and solutions Test and refine point of view Learn more about users Feedback Capture Grid Wizard of Oz Prototyping Testing with Users
  20. 20. Applications MRI Scan for children a problem Problems: • Children get scared about the machine • need to be sedated • Difficult process
  21. 21. Pirate Ship • The number of patients were reduced. • More patient can get scanned every day. • Patient satisfaction was increased.
  22. 22. Culture required for supporting Design Thinking Cultural Diversity Physical Environment Multi-disciplinary Collaboration Organization/Leadership
  23. 23. Arguments ‘Design Thinking is a failed experiment. The success rate for Design Thinking processes was very low.’ Bruce Nussbaum Processes do need to be in place; but too much emphasis on process can turn off talented designers. Process is not enough, success also requires design leaders to set the right context and deploy high-quality design talent Kevin McCullagh “Radical innovation does not come from users” “Designers have become less visionary. They have spent the last 10 years getting close to consumers and trying to become businessmen, and have lost their visions.”Verganti
  24. 24. Arguments Counter Brainstorming is not a best template for group creativity. Individual comes out more ideas than the teams. Brainstorming and nearly all idea generation techniques are divergence acts which is not convergence methods. Criticism in the brainstorming is more productive. Brainstorming is idea volume, not depth or quality. The people leading an idea generation session matters. Building 20 “ranks as one of the most creative environments of all time” but brainstorming has achieved nothing. GROUPTHINK The brainstorming myth. BY JONAH LEHRER Generating ideas is a small part of the process. IN DEFENSE OF BRAINSTORMING: AGAINST LEHRER’S NEW YORKER ARTICLE
  25. 25. Thank you

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