Design Thinking » thoughts by Tim Brown Design Thinking... What is That? To promote its new Athleisure Makeup line, Tarte partnered with social media "fitfluencers" to push the concept that "sporty is the new sexy." The campaign, titled Hustle & Glow, includes a beautifully produced video in which a woman wakes up in her spacious Malibu mansion and heads to the bathroom for a full beauty routine in preparation to . . . go on a solo run. The video was met with wide appreciation from Tarte fans (and nearly 80,000 YouTube views), with many saying it inspired them to get out there and look good on the asphalt (or sand). In other words, yoga pants for your face. "These are high-maintenance products with a low-maintenance routine," says Tarte CMO Candace Craig Bulishak. Birchbox, the beauty e-tailer and subscription service, also noticed that their customers were among the women embracing the athleisure trend, says PR director Jenna Hilzenrath. The concept is working. More Than A Fad Birchbox’s success shouldn’t be a surprise. That was in June 2015. The Message
To get you started... Design thinking is a methodology for creative problem solving. You can use it to inform your own teaching practice, or you can teach it to your students as a framework for real-world projects. We believe that creative confidence comes from repeated practice using a human-centered creative process to solve problem scenarios called design challenges. After using the process on these challenges, people will have another tool, the design thinking process, to apply towards solving real life problems. Check out these tour modules we facilitate for students at the d.school. How to bring design thinking into your school Getting Ready Resources Helpful resources to train others about design thinking Workshops and materials from our network
Design thinking: A new approach to fight complexity and failure The endless succession of failed projects forces one to question why success is elusive, with an extraordinary number of projects tangling themselves in knots. These projects are like a child's string game run amok: a large, tangled mess that becomes more convoluted and complex by the minute. In my view, the core problem lies in mismatched expectations, poor communication, and a host of other non-technical causes. During the last few years, the practice of "design thinking" has become popular among some enterprise practitioners and observers. I first learned about design thinking during conversations with people like Chirag Metha, an enterprise software strategist and design thinking expert; Chirag is one of the most thoughtful folks I know and writes a great blog on enterprise software. Chirag works for SAP, driving business development and early adoption of new applications built on SAP's in-memory computing platform. Thank you to Chirag Mehta for writing this guest post. 1. 2. 3. 4.
Design Thinking: Lessons for the Classroom The Design Thinking Process While design thinking has its roots in the innovation/design sector, the process itself can be used anywhere. Indeed, it is a great tool for teaching 21st century skills, as participants must solve problems by finding and sorting through information, collaborating with others, and iterating their solutions based on real world, authentic experience and feedback. I had the good fortune to participate in a collaborative workshop at the Big Ideas Fest, where we practiced design thinking with about 12 other educators over a three-day period. Practitioners of design thinking have different steps depending on their needs. 1) Identify Opportunity 2) Design 3) Prototype 4) Get Feedback 5) Scale and Spread 6) Present In design thinking, you work through the steps together in small groups (or "Collabs" as they were called at BIF2011). With driving question in hand, each Collab is led by a trained facilitator. This right here is another novel idea! Step 4: Feedback
Design Thinking as a Strategy for Innovation How do you create a strategy for guaranteeing that innovation and creativity flourish in your organization? When design principles are applied to strategy and innovation the success rate for innovation dramatically improves. Design-led companies such as Apple, Coca-Cola, IBM, Nike, Procter & Gamble and Whirlpool have outperformed the S&P 500 over the past 10 years by an extraordinary 219%, according to a 2014 assessment by the Design Management Institute. Great design has that “wow” factor that makes products more desirable and services more appealing to users. Due to the remarkable success rate of design-led companies, design has evolved beyond making objects. Organizations now want to learn how to think like designers, and apply design principles to the workplace itself. You can design the way you lead, manage, create and innovate. What is Design Thinking? Design Thinking is a methodology used by designers to solve complex problems, and find desirable solutions for clients.
The Four Phases of Design Thinking - Warren Berger by Warren Berger | 10:54 AM July 29, 2010 What can people in business learn from studying the ways successful designers solve problems and innovate? On the most basic level, they can learn to question, care, connect, and commit — four of the most important things successful designers do to achieve significant breakthroughs. Having studied more than a hundred top designers in various fields over the past couple of years (while doing research for a book), I found that there were a few shared behaviors that seemed to be almost second nature to many designers. Question. In a business setting, asking basic “why” questions can make the questioner seem naïve while putting others on the defensive (as in, “What do you mean ‘Why are we doing it this way?’ Care. Connect. Commit. But it’s also true that when you commit to an idea early — putting it out into the world while it’s still young and imperfect — you increase the possibility of short-term failure.
Seven design thinking principles for rethinking social sector needs assessment - Tandemic By Kal Joffres The needs assessment is one of the most critical tools to design interventions in the social sector but it is long due for an overhaul. When it comes to understanding the technology needs of social organisations, we’ve been asking the wrong questions for too long. In truth, these kinds of questions tell us very little about how well organisations are using technology. Adopting approaches from design thinking may hold the key to rethinking how we do needs assessment in the social sector. Earlier this month, TechSoup brought together people from social organisations across Asia to think about the future of technology adoption in organisations, including how technology ‘needs assessments’ are done. 1. What does it matter if an organisation uses CRM if they are just using as a glorified address book? Issa Cuevas-Santos from Gawad Kalinga takes it even further and looks at the needs of individuals within organisations, starting with three questions: What do you do? 2. 3. 4. 5.
Design Thinking | Employing Design Principles | Defining Ease of Use What Evangelists of Design Thinking Say “I would refer the inquirer to Bill Buxton’s great book, Sketching User Experiences, in which he suggests several core elements comprising design thinking,” recommends Leo. “Some of these elements include critique, reflection, abductive thinking—pretending the future is now, and considering the results—and rapid sketching, or physical expression of concepts. “I first connected with the term design thinking when attending Strategy06, where Roger Martin spoke about ‘Designing in Hostile Territory,’” responds Pabini. ‘deep and holistic user understanding’—UX professionals achieve this understanding through user research and user modeling. “In his 2008 article ‘Design Thinking,’PDF ‘Begin at the beginning. “Another way of looking at the core elements of design thinking is to assess the attributes a design thinker must have,” continues Pabini. ‘Empathy. What UXmatters Authors Say on These Topics “Read Jim Nieters’s ‘Is Your Design Thinking Showing?’”
A Design Challenge to Students: Solve a Real-World Problem! Teaching Strategies Design Learning Challenge Creating a safe recreation space for teens; protoyping a recyclable lunch tray; setting up a water delivery system to guard against urban fires; building a public awareness campaign to combat hunger. These are just a few of examples of the types of tasks students are taking on when they participate in the Design Learning Challenge, an effort to get students to figure out how to solve real-world problems in their communities. Combining project-based learning, with an emphasis on the arts and design thinking, this academic competition now in its third year — a partnership between the Industrial Designers Society of America, or IDSA, and the National Art Education Association, or NAEA — has more than 750 students participating this year. Educators who enter the competition work with their students to identify a significant problem or challenge in their lives for which they can design a solution. Related
Matthew Schuler | Why Creative People Sometimes Make No Sense Photo by Sophia. I’ve been having an insightful shuffle through Mihaly Csikszentmihalyi’s book Creativity: The Work and Lives of 91 Eminent People. Mihaly is a seminal professor of Psychology and Management, and is the Founding Co-Director of the Quality of Life Research Center at Claremont. He writes: “I have devoted 30 years of research to how creative people live and work, to make more understandable the mysterious process by which they come up with new ideas and new things. Nine out of the ten people in me strongly agree with that statement. Mihaly describes 9 contradictory traits that are frequently present in creative people: Most creative people have a great deal of physical energy, but are often quiet and at rest. Most creative people tend to be smart and naive at the same time. Most creative people combine both playfulness and productivity, which can sometimes mean both responsibility and irresponsibility. Most creative people tend to be both introverted and extroverted.
Asking why is not always the best strategy Questioning assumptions is good, but in this guest post, Daniel Ritzenthaler, a product designer with HubSpot, explains how to draw the line at productive questioning. I’m not a yes-man by any stretch. But I will happily cop to being a dyed-in-the-wool why-man. For any given declarative statement you might make, I can’t stop myself from asking Why? And then, I’ll ask Why? again. It’s an occupational hazard. So you bought a electric drill? This is the point when the person I’m questioning usually starts to back slowly away. Because there’s such a thing as getting down to the root problem too quickly, particularly when it comes to product design. This is especially true for your customer interviews. For any given behavior, you can dig as deep as you want. But when you’re exploring the value of a product, there are only so many layers that are productive to discuss. The immediate layer relates to usefulness. The useful layer Where will the holes be drilled? The usable layer The desirable layer