What is Design Thinking?

Design Thinking Comes of Age Executive Summary In large organizations, design is moving closer to the center of the enterprise. This shift isn’t about aesthetics and product development, however. It’s about imparting the principles of design—collectively known as design thinking—throughout the organization. The approach is in large part a response to the complexity of many products, services, and processes. Design thinking is an essential tool for simplifying and humanizing. Creating a design-centric culture requires understanding that the returns on an investment in design are difficult to quantify, allowing people to take chances, and appreciating what design can and cannot achieve. HBR Reprint R1509D There’s a shift under way in large organizations, one that puts design much closer to the center of the enterprise. A version of this article appeared in the September 2015 issue (pp.66–71) of Harvard Business Review.

The Design Sprint — GV The sprint gives teams a shortcut to learning without building and launching. The sprint is a five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. Developed at GV, it’s a “greatest hits” of business strategy, innovation, behavior science, design thinking, and more—packaged into a battle-tested process that any team can use. Working together in a sprint, you can shortcut the endless-debate cycle and compress months of time into a single week. This page is a DIY guide for running your own sprint. An Introduction to Design Thinking (Part Two) In the constructivist-learning model, engagement and experience combine with immersive environments and self-organisation of knowledge to establish a context in which learning occurs naturally. Constructivism has since the time of Dewey become closely affiliated with Project Based Learning and yet despite years of efforts to refine the process the result does not always match the promise (Scheer, Noweski and Meinel. 2012). Scheer et al. argue that ‘Design Thinking’ is capable of providing the structure required for successful constructivist learning and the development of skills required for 21st century citizenship. ‘We want to fill that gap by proposing ‘Design Thinking’ as a meta-disciplinary methodology which offers teachers the needed support through a formalised process. Teachers, as facilitators of learning need to be equipped with up-to-date skills and tools to actually practice on the needed key competence learning.’ Promoting a Growth Mindset The Questions that Matter most

[leçon] Qu'est-ce-que le design thinking ? Qu’est-ce-que le design thinking ? Le Design Thinking est tout simplement le terme utilisé pour désigner l’ensemble des méthodes et des outils qui aident, face à un problème ou un projet d’innovation, à appliquer la même démarche que celle qu’aurait un designer. C’est une approche de l’innovation et de son management qui se veut une synthèse entre la pensée analytique et la pensée intuitive. Le design thinking, des années 50 à aujourd’hui Années 1950: Le publicitaire américain Alex Osborn, en mettant au point la technique du brainstorming, sensibilise le monde de l’entreprise à la pensée créative. La technologie est morte, vive l’expérience ! Si le design thinking suscite un tel engouement, presque 30 ans après la sortie du livre fondateur de Peter Rowe, c’est parce que l’expérience domine de plus en plus l’économie. La valeur économique a commencé avec les ressources (céréales, minéraux). Même si c’est dur, même si c’est long, la création d’expériences client en vaut la peine. Entrer

How to Apply Design Thinking in Class, Step By Step | MindShift | KQED News By Anne Stevens For educators ready to try the idea of design thinking, you’ll be glad to know it does not require extensive transformation of your classroom. That said, it can be a transformative experience for all involved. Here, we try to answer your questions about integrating different components of a design learning experience into familiar, pre-existing scenarios that play out in every school. Can my classroom become a space of possibility? For students, the best classroom experience is a space of possibility. It can be challenging to transition a traditional classroom into a space of possibility. But in a classroom that is a space of possibility, the students have agency, and the products and processes can be moving targets. Can I run a design thinking classroom on Tuesdays from 1-3pm? You can run a flexible studio space in your classroom for a certain part of the day. I am not a designer. The first place to seek the curriculum is in your classroom’s daily activities.

Les articles de la ressource – Design De Services.org Panel d'utilisateurs Assurer la récolte d’enseignements en identifiant des comportements réels et inspirants. Sélectionner et recruter des profils représentatifs et atypiques. Entretiens utilisateurs Échanger avec les utilisateurs, tout en les observant. Vis ma vie d'utilisateur Se mettre à la place des utilisateurs pour mieux comprendre les conditions d’usage et leur besoins. Shadowing Observer les comportements des utilisateurs sans intervenir. État de l'art Identifier et analyser les solutions existantes. Verbatims Sélectionner les phrases marquantes des utilisateurs. Personas Identifier les profils types des utilisateurs du service. Parcours utilisateur existant Mettre en évidence les motivations ou besoins spécifiques de chaque profil utilisateur. Écosystème du service Schématiser les relations entre les parties-prenantes, dispositifs et acteurs connexes du service. Opportunités de services Identifier les opportunités qui font sens pour les utilisateurs et l’entreprise. Pistes de service

IBM’s Design-Centered Strategy to Set Free the Squares Photo Phil Gilbert is a tall man with a shaved head and wire-rimmed glasses. He typically wears cowboy boots and bluejeans to work — hardly unusual these days, except he’s an executive at , a company that still has a button-down suit-and-tie reputation. And in case you don’t get the message from his wardrobe, there’s a huge black-and-white photograph hanging in his office of a young Bob Dylan, hunched over sheet music, making changes to songs in the “Highway 61 Revisited” album. It’s an image, Mr. Gilbert will tell you, that conveys both a rebel spirit and hard work. Let’s not get carried away. IBM, like many established companies, is confronting the relentless advance of digital technology. Mr. Mr. Still, the IBM initiative stands out. Daunting seems an understatement. But IBM’s biggest businesses are still the traditional ones — conventional hardware, software and services — which contribute 60 percent of its revenue and most of its profit. Virginia M. Continue reading the main story

Design thinking Un article de Wikipédia, l'encyclopédie libre. Le design thinking (littéralement « penser le design »), en français démarche design[1] ou conception créative[2], est une méthode de gestion de l'innovation élaborée à l'université Stanford aux États-Unis dans les années 1980 par Rolf Faste. Cette méthode, qui se veut une synthèse entre pensée analytique et pensée intuitive, relève du design collaboratif, pratique du design qui implique les usagers dans un processus de co-créativité. Trois approches[modifier | modifier le code] Le design thinking comporte plusieurs étapes dont le nombre varie en fonction des auteurs : Approche en cinq étapes selon la d.school[modifier | modifier le code] La d.school[7] de l'université Stanford définit cinq étapes[8] qui s'enchaînent logiquement mais ne doivent pas être prises comme un processus linéaire : on peut et doit faire plusieurs cycles, revenir à l'empathie pendant qu'on prototype, etc.[5]. Comprendre le client[modifier | modifier le code]