小聊设计思想的升华。Design Thinking 概览。

号半年会后四处都于云计划思想,各处都当奋发。我们领导人还是挺跟得上潮流的呗。因在哈佛商贸评论和福布斯的报导后“设计思想”在买卖中被周边关注与执行起来。前几年美国甲级商学院就拿设计思想(design
thinking)纳入课程体系,斯坦福大学建立D.School等。在John
Maeda《科技中的计划》年报告,很多老商家跟独角兽的奠基者或高层里都发生设计师在其中,像IBM和麦肯锡前段时间宣布了该最为尖端职业中对设计师的除。从04年到2016年发生跨50寒有名规划企业叫买断,其中15,16年起26下。可见设计在商贸的厚,及设计思想的酷暑。虽然大火,可能过多总人口觉着他如VR、大数量、共享自行车等正起来之。实际上,“设计思想”(实际为是设计)做啊平种植方式已走过了一样截非短的腾飞历史了。何不停歇一下,了解一下前身和近况也。做得了桌面研究后虽花了接触时间整理了该文,把从工业时代到如今影响设计思想的人士做只稍介绍,因事关内容实在是太多了,被放大上来之,纯粹是圈怎么着人熟悉,哪些人记录的事无巨细些,不对的地方要指正,感谢伟大的互联网,感谢吧宏图思想付诸实践的“先烈”们。

作者:Thomas Lockwood, University of Westminster PhD, Integrated design
Management.

1960前 包豪斯之设计思想,人文与挥霍,国际现代主义和大众文化

经验工业革命,大萧条和二战后底工业设计。 兼顾效率生产以及美学为主的时。

Design Thinking 概览

规划思想本质上是为用户也主干,强调考察,协作,快速学习,视觉化点子,快速概念原型,兼商业分析,最终影响创新及经贸策略的创新过程。他的目的是拿消费者,设计师和商业人士构成到成品、服务或买卖的筹划过程及。它是想念像未来状态和拿活,服务和体验带及市场达成的家伙。设计思想术语上来拘禁像是运设计师的灵活与艺术解决问题,不管问题是哪的。它不可知代替专业设计师或措施和手艺设计,但其是启示创新的一模一样栽方式。

统筹思想的几乎单重点条件:

1.基吃现场调研深入明消费者

2.同用户和复合型团队共同协作,寻找突破性创新、显著升级与长新价值高达

3.经过视觉化,亲手体验以及快速原型来增速学习,快速取得用户反映。目标是透过快捷多次之破产来获取更新。

4.原型化,可以是概念草图,粗糙的情理模块,或故事角色板,或雷同组场景故事等

5.互相进行商业分析,是异常重要的少数。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业规划的先行者,第一各类当代艺术设计师,是当代人的大师,包括无与伦比资深的现代主义建筑师
密斯·范德罗(坚持”少就是大抵“的建筑哲学),勒·柯布西耶(功能主义之大),瓦尔特·格罗皮乌斯(包豪斯创办人),这三人口犹当他的工作室为他干活了。他是首先个尝试综合工艺与技术结合的设计师。

Design Thinking / Design management / Design Leadership / Design strategy 的区别

作者的见是,
设计思想是同一种植助发现非显性的需还是会,帮助创建新的缓解方案的方式。设计管理偏重于保管和负责人设计团队,过程与筹划产出物(产品、服务、沟通、环境暨相互)。设计负责人跟统筹策略更多着想的凡计划性思想与计划性管理之效率与出现物上。

包豪斯:全新设计策略的教导

1919年格罗皮乌斯于德国创包豪斯,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一届校长。1930年当纳粹的下压力下关闭,学校的设计师们都搬向美国,二战后包豪斯的筹划哲学(平衡艺术、科学、技术、批量生产)引领美国的统筹思想,随着这些人以美国每处落脚,设计的考虑运动也在全美各地放。

规划思想在买卖、品牌,服务规划,客户体验及

更新使得商业的差异,设计使得创新。

只是我们的题目曾远超了经贸问题,像MIT和哈佛在解决的题材既是系层面的题目,像咱的食供给体系,儿童肥胖,急救健康等,作为一个设计师和设计思考者,有这般的火候错过化解这样的问题是多么的喜气洋洋,通过友好能够影响与改动社会问题。

统筹协作和咨询在美国发展启动

1920-1930以内和包豪斯同有影响的美国工业以及图表设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是在美国诞生之),这些设计师将设计协作和咨询用在实践上,与包豪斯的傅同步影响着美国底图像以及工业规划。

  • 哈利·厄尔 Harley
    Earl
    ,首各项在设计汽车及应用市场分策略的设计师

    Chevrolet Corvette

  • 雷蒙德·洛威 Raymond
    Loewy
    ,设计咨询升级现有技术产品
    当无改动任何技术下,通过整合美学、材料、制造大大改观特别年代丑陋的家电产品,第一位上上《时代》的设计师。他的宏图不同于包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他曾说罢:“当商品以平的价钱和功力下竞争,设计虽是绝无仅有的差距”。他建立及时最为老的宏图企业,接授设计委托,并坐“洛威设计”的名义发表,“洛威设计”在老年代是同等种植优秀设计的意味、销售保障的代名词,这同样作法在今吧会见于一些企划企业。

    洛威的“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把人因因素做也活的中心设计
    以该1955年之登之《Designing for
    People》如出一辙写中论述了以人口乎本的设计意见,以人耶基本的宏图极端早实践者和创始人。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别与国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的设计,将包豪斯倡导之现世法和设计思想及美学标准,应用至商贸服务规划着。

    IBM

ABC

“Design is relationship. Design is a relationship between form and
content.”

  • 乔治·尼尔森和查里斯夫妇,为家庭与办公室系统规划
    1945年乔治·尼尔森于Herman
    Miller做规划总监时即管规划思想带上了家电概念设计中,设计师不在单干而是同平等博的设计师从网环境之角度来拘禁产品设计。在及时同理念及策略下查里斯及雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多做试验,他曾经说他的企就是“和那些事为毫无用处之类别之总人口一起工作。这样见面拍发生新想之灯火。”

    Eames Loung Chair

Chapter 1 Notes on the Evolution of Design Thinking: A Work in Progress

发展中的设计思想

by Craig M. Vogel, Director of Center for Design Research and
Innovation, College of Design Architecture, Art and Planning, University
of Cincinnati

1960-1980 建立统筹执行,设计活动集中

设计执行在短短的20年时间跨度里,不仅再也定义了计划是呀,更是说明了她可以据此来举行什么。这个相对短但非常密集的等在环球范围外生了少于种植截然不同的计划方法。
60年间的美国=设计是
60年份的美国,工业规划及产品设计取得的首先稍步之进化是规范及自工程和对区分出。但她们并没动得更远,工业设计尚是任重而道远根据可量化,可度量的题材和事件。设计工作室通常以大学实验室或工厂,不像现在的工作室以乡镇里生像咖啡厅一样的装潢。
意味着来像MIT的Fuller建立多学科的有用之才团队开展翻新。

60年份斯堪的纳维亚=协同计划
每当同等期,Fuller不同的斯堪的纳维亚企划,通过请大学与计划讨论。这些设计师扮演促进者或指导者角色,每个人跟大家及工友要居民一起设计他们顾念如果动用的活或劳务。开发了很多高度创新的品类,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等援助工人,工会,工作场合,政府部门应本着持续转变之条件。
这种工作办法一直适用于我们现领的劳务计划,这种工作法严重依赖设计师的界限举行边筹划与指引,使用工具如”Mock-up
envisionment(模拟设想)”,未来环,组织游戏,合作原型,人种学领域研究,社会调研等发出新想法或改善现有。高度与
和佚代,集体讨论。
到20世纪80年间中叶,因为电脑的推广以及HCI(人机交互)的前行,斯堪的纳维亚底通力合作计划终于迈出大西洋赶来美国,被周边地叫做参与式设计。

PETER BEHRENS: CORPORATE IDENTITY AND BRAND DIFFERENTIATION

Peter Behrens (14 April 1868 – 27 February 1940) was a
German
architect
and
designer.
He was important for the modernist
movement,
and several of the movement’s leading names (including Ludwig Mies van
der
Rohe,
Le
Corbusier
and Walter
Gropius)
worked for him in earlier stages of their careers. He was one of the
first designers who tried to synthesize the two polar positions of
technology and craft.

彼得·贝伦斯,德国建筑师,工业设计之先驱,第一个当代艺术设计师,是一代人的国手,包括无与伦比显赫的现代主义建筑师
密斯·范德罗(坚持”少就是凡是多“的修哲学),勒·柯布西耶(功能主义之大),瓦尔特·格罗皮乌斯(包豪斯创办人),这三口且以外的工作室为他工作过。他是率先只尝试综合工艺及技巧成的设计师。

Buckminister Fuller 的对设计

1956年于以MIT 创意工程实验室教授CADS(Comprehensive Anticipatory Design
Science)。他的实验室应用科学方法有设计。Fuller的艺术成立于工程师、工业设计师、材料专家、化学专家的才女团队的基本功及进行更新。代表作品有:Geodesic
Domestic, the Dymaxion car, Triton city, the “Fly’s Eye” Dome等。

the Dymaxion car

“设计师是概括了艺术家,发明家,机械师,经济专家以及方针让同身。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的启蒙

1919年格罗皮乌斯于德创建包豪斯,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一顶校长。1930年在纳粹的压力下关闭,学校的设计师们还搬向美国,二战后包豪斯的计划哲学(平衡术、科学、技术、批量生产)引领美国底规划思想,随着这些人口于美国诸处落脚,设计的思想运动也以全美各地放。

Scandinavian 协同计划

50年代盖略、少、功能性,具有包容性和民主性为特色之一心有别于其他设计方的Scandinavian设计活动,在北欧国家一直本着系到今天。受语言的绊脚石使得这同一动没有记录并传播更普遍。60年代的Scandinavian协同计划于微机的人机交互与劳务统筹及闹诸多底提高。

Chairs at the Danish Design Center, Denmark

CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,设计协作与咨询在美国之前进

1920-1930之间及包豪斯同产生震慑之美国工业与图片设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是以美国落地之),这些设计师将规划协作和咨询用在实践上,与包豪斯的启蒙达联手影响在美国之图像及工业规划。

Harley Earl and General Motors: Market Segmentation in the Auto Industry

Harley Earl 美国篇个在计划汽车上使用市场细分策略,1927-1959

Raymond Loewy, Design Consultant: Updating Existing Technology

Loewy merged aesthetics, materials, and manufacturing to transform the
loud and ugly electric refrigerator of the 1920s into a modern kichen
appliance. The consumer response was immediate. In one year, sales of
Sears’s Cold Spot increased from 65,000 to 250,000 units – without any
significant change in core technology.

Henry Dreyfuss: Integrating Human Factors as a Core Component of Product
Design

Dreyfuss developed a more scientific approach to human factors and
integrated that perspective with product aesthetics. “to develop
individuals who will be competent to change their environment to greater
conformity with moral ideals.” This became the basis for Dreyfuss’s
human-centered approach. He expressed those ideas in his 1955 book,
Designing for people. Dreyfuss was a more articulate practitioner of
human-centered design than was Loewy.

Paul Rand and Elliot Noyes: Corporate Identity and the International
Movement

Noyes was educated as an architect at Harvard and studied under Gropius
and Bauhaus furniture designer Marcel Breuer. Rand, for his part, was
heavily influenced by what had come to be called the Swiss Style of
graphic design and helped to build a relationship between Switzerland’s
Basel school of Design and Yale University.

One of the first strategic design decisions Rand and Noyes conceived for
international Business Machines was to reduce its long and awkward name
to IBM. Modern identities, they believed, needed to be easy to read and
pronounce in all applications and all languages. The new logo and
identity system was integrated with an approach to curtain wall
architecture that was applied to the new buildings at IBM, as well as to
the outer panel construction design of mainframe computer systems.

George Nelson and Charles and Ray Eames: System Design for Home and Work

When George Nelson was appointed design director for Herman Miller in
1945, he brought a new level of design thinking to the concept of
furniture design for the home and office.

Modern office buildings were being designed using a systematic approach,
and Nelson saw the interior office landscape similarly-as a potential
opportunity for the application of modular design design systems. Each
individual piece of furniture would act as one in a series of flexible
parts with multiple configurations that would fit the modern open office
that had come into being in the 1950s and ’60s.

The husband-and-wife team of Charles and Ray Eames contributed some of
their most important designs under this new strategy. Both of them
studied at Michigan’s Cranbrook Academy of Art, and both were influenced
by Finnish architect Eliel Saarinen. The Eames lounge chair and airport
seating solution, for Herman Miller, are two of the most influential
design projects of the twentieth century.

The ideas and work of Charles and Ray Eames represent a unique and vital
branch of design thinking. Their work is as powerful and influential as
that of Frank Lloyd Wright; yet they are virtually unknown outside of
the fields of design and architecture.

Herbert A. Simon

西蒙在1969问世的人造科学中,给规划一个新的归类与止。西蒙看所有的计划应被视为人造品,是当然之对立面。

“The engineer, and more generally the designer, is concerned with how
things ought to be — how they ought to be in order to attain goals,
and to function.”

“Everyone designs who devises courses of action aimed at changing
existing situations into preferred ones.”

FROM PRODUCT TO ENVIRONMENT AND SOCIAL CHANGE

In 1975 Bill Hannon founded the Design Management Institute(DMI) in
Boston, Massachusetts. This was the first professional organization in
the world dedicated to improving the role of design in business, and
helped to define design management as a new practice.

In 1976 Victor Papanek published his Design for the Real World, asking
designers to see the potential of design thinking for social and
environmental responsibility. He accused designers of catering to the
small percentage of consumers who have everything, while ignoring those
in lower income levels and emerging economies, as well as people with
disabilities.

In 1982, Ralph Caplan wrote in By design that Mahatma Gandhi’s concept
of nonviolent protest was one of the most effective design solutions in
history.

The Nobel laureate Herb Simon stated that there are really two types of
science. One concerns the world humans are responsible for producing(the
science of the artificial), and the other concerns the world in which
humans evolved(the science of the natural).

Science, engineering, and technology factor shifts have occurred in each
decade in the last century, opening new opportunities for designers. The
key ingredient for business success is the presence of both an
innovative CEO who sees design as an investment, not a cost, and a
strategic design director or consultant who can place the value of the
design at the center of the company. If either one leaves, the value of
design is jeopardized.
把设计作为是斥资以,是免是资本;设计策略是公司之中坚;这简单接触缺一不可才可能当今与未来成创新驱动之商家。

维克多·帕帕奈克 为实在世界计划

1971年
帕帕奈克的《为真实世界计划》给当时之宏图行业投下了同样发很炸弹。帕帕奈克提出自己对此规划目的性的新看法,即设计应当为广大百姓服务;设计不仅当吗正规人劳动,同时还得考虑为残疾人服务;设计应当认真考虑地球的星星资源以问题,设计应该
为保障我们居住的地的有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了一直影响,他首坏提出了规划伦理的价值观,即设计为何?在“波普”设计活动的一律切片喧嚣的风潮中,开始有人从筹划理论的角度严肃提出“设计目的”问题。这对于当代筹的五常、现代统筹之目的性理论来说,是大重要的一个起点。正以生之起点,日后的设计理论才起了更刻骨铭心的前行。

Chapter 2 The Designful Company by Marty Neumeier

2008 Survey of Wicked Problems

  1. Balancing long-term goals with short-term demands
  2. Predicting returns on innovative concepts
  3. Innovating at the increasing speed of change
  4. Winning the war for world-class talent
  5. Combining profitability with social responsibility
  6. Protecting margins in a commoditizing industry
  7. Multiplying success by collaborating across silos
  8. Finding unclaimed yet profitable market space
  9. Addressing the challenge of eco-sustainability
  10. Aligning strategy with customer experience

A wicked problem is a puzzle so persistent, pervasive, and slippery that
it can seem insoluble.

Business at bottom is not mechanical but human. Today, we find that
innovation without emotion is uninteresting. Products without aesthetics
are not compelling, brands without meaning are undesirable, and business
without ethics is unsustainable. The management model that got us here
is underpowered to move us forward. To succeed, the new model must
replace the win-lose nature of the assembly line with the win-win nature
of the network.

商的下线无是机械要是人。今天,我们发现创新没有情感是未曾意思的。产品无美是无可比性的,品牌未曾意义价值是免见面生出欲望想只要之,而商没有伦理是不足持续的。

The sure cure for Deming’s diseases, as well as for the top ten wicked
problems, is design. It’s the accelerator for the company car, the
powertrain for sustainable profits. Design drives innovation, innovation
powers brand, brand builds loyalty, and loyalty sustains profits. If you
want long-term profits, don’t start with technology-start with design.

There are really only two main components for business success: brands
and their delivery. All other activities- operations, finance,
manufacturing, marketing, sales, communications, human relations,
investor relations- are subcomponents.

Horst Rittel, “Wicked Problem”的倡导者

首批判聚焦让规划方法理论的研究者之一,与外的前辈们不同,他力主人的心得以及感在统筹时之重点。第一不好用气象学引入到体验设计被。

1980-1990 第二代设计思想理论的面世

本条时人们把富有高度创意的设计师以及日常的设计区分开来,把这些设计师在显微镜下研究,试着找找来什么让她们灵感大爆发。在Nigel
Gross和Donald
Schön等研究员调查研究这些设计师独立工作经常,及团队合作时之统筹过程。从社会对角度他们小心到管是私有或国有协作时设计创意无限要害的凡设计师的琢磨模式。这些规划过程的调查为新兴其它工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨规划方式之前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》研设计师的思考和决定方法同其它专业不同之是啊?这对于构建统筹思想有着十分怪之影响。

“Everyone can — and does — design. We all design when we plan for
something new to happen, whether that might be a new version of a
recipe, a new arrangement of the living room furniture, or a new lay
tour of a personal web page. […] So design thinking is something
inherent within human cognition; it is a key part of what makes us
human.”

Donald Alan Schön

Donald Schön
背景是MIT的城市规划的授课与哲学家,他的大多数行事于反对60年份的筹划专业的技术性。他开之反思实践,对于规划过程的成功十分主要。他的干活不仅大大影响了统筹,而且影响了团组织上世界。

“The reflective practitioner allows himself to experience surprise,
puzzlement, or confusion in a situation which he finds uncertain or
unique. He reflects on the phenomenon before him, and on the prior
understandings which have been implicit in his behaviour. He carries
out an experiment which serves to generate both a new understanding of
the phenomenon and a change in the situation.”

1990-2005 服务统筹和广大企划工具的起

本条时期,设计的限第二涂鸦扩大。在90年间初设计之界定从创立人工制品扩大到互相与劳动达。这种转变支持自Buchanan的《设计思想中的恶问题》一写探讨了统筹缓解复杂问题、模糊目标的潜力。
暨2003年,欧洲到处的大学及卡内基梅隆于各处开始教服务统筹。服务统筹之起,及复杂问题被起新的统筹方工具提供了好环境,包括为无设计师和与统筹之家伙。

Donald Norman, User-Centered Design

咀嚼是、人因工等规划领域的头面世界。在1988年出版的《日常的规划》提出
“UCD”以用户也着力的计划。
我们有的计划应当依据“适合用记”这个大概的概念模型。他的见地的为主是“我们日常生活中之多数知识且在环境达到,而非是于脑里”,以用户也基本的点子好理解用户的需求以及意识左,并采取行动解决。诺曼的UCD设计思想开辟了初的规划方视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之领导人员,他由此将Rittel和Simon
的理论与
Ezio
Manzini的宏图执行彼此关联,重新讨论了统筹以缓解Wicked
Problems中的角色,在1992刊登之《Wicked Problems in Design
Thinking》中画了同等长达规划思想到更新之路子。在之后的有关计划思想的《Design
as a New Liberal
Art》中说设计开啊标准的能力是“整合”,也许是盖专业性的欠,所以它们重发生连日各个学科的或。

Design has no subject matter — that’s what make this a powerful
discipline. We MAKE our subject matter.

Liz Sanders 工具先导者

Sanders,实验心理学与人类学的PhD. ,Make
Tools的开创者,是用设计研究领域的前驱。今天无数缘食指乎核心的统筹以及筹划思想被运用的工具,技术和方都得归入她。她为是协作规划工具箱的合伙人,对于规划研究感兴趣的口的话,这个是一个实用的指针。

Convivial ToolBox

This human-centered design revolution is causing us to rethink the
design process. In order to drive the human-centered design
revolution, we need to tap into the imaginations and dreams not only
of designers, but also of everyday people. New design spaces are
emerging in response to everyday people’s needs for creativity.

IDEO 融汇者

IDEO

IDEO1991年时常出于三家设计企业合而成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦底Moggridge
Associates和在旧金山底ID-Two(两者都是由于Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约在Buchanan构建统筹思想的还要,IDEO完成了三单商店的合并,在未来之十年发展受到,从学界和规划执行吸引了同样批好有影响力的人入。
及同时期的宏图企业差,他们又请了人类学,商业战略,教育或者正规相当不同世界的学者来指点与扩大他们计划团队及流程。这个差不多学科团队的方针在开头几年后收获了无数的光荣。
自此他俩开始推广设计思想和坐食指呢主导的筹划,在d.school推出了教导计划,撰写书本,并当世界的高等学校实践推广。

David & Tom Kelley

IDEO两单大家当与教导工作,Kelley兄弟都是畅销书的作者。
他们还擅长设计及号管理。他们合作之书写《创新自信力》,讲述创新创意的见地,帮助个人及单位释放潜能,树立创新自信。
赶忙前的Tom
Kelley的《创新之方式》里显示了IDEO创新思维。

“It turns out that creativity isn’t some rare gift to be enjoyed by
the lucky few — it’s a natural part of human thinking and behavior. In
too many of us it gets blocked. But it can be unblocked. And
unblocking that creative spark can have far-reaching implications for
yourself, your organization, and your community.” Tom Kelley

Tim Brown

[Tim Brown]
(https://www.ideo.com/people/tim-brown)IDEOIDEO)的CEO和工业设计师,
Brown一直是统筹思想和翻新之能动倡导者 ,Design
thinking。他写了诸多针对性莫设计师运用规划思想方面的文章,其中筹变更整个,设计思想如何变革组织及鼓舞创新。

In order to survive in today’s complex world, organizations need to
generate, embrace, and execute on new ideas. That takes creativity and
a creatively capable workforce. It’s the secret sauce, or in
evolutionary terms, it’s what keeps you fit. Organizations without it
can’t compete.

Jane Fulton Suri

来心理学和修建学背景的IDEO 教母之如之Jane,
一直致力为付出多IDEO以人数吧遵循之规划工具。引用其当IDEO的进程“她出了移情观察与体会原型的技巧,现在为大规模用于产品、服务及条件,及系统、组织以及策略的创新及统筹及。”她底题《Thoughtless
Acts?》
展示了直观察和计划灵感中的涉嫌。她最近著了《Design
Ethics》的短篇。

Bill Moggridge

英国名产品设计师,工业设计教学,交互设计与IDEO创始人。他坐采纳人性工程设计理论,同时也是本产品设计主流理论的开发者。他计划了第一雅贝壳式笔记本电脑,至今以是笔记本的主流外型。他编写的《关键设计报告》介绍了互相设计的历史,从Douglas
Engelbart到Will
Wright
到 Larry
Page
和 Sergey
Brin。

I don’t think that anyone has really told (people) what design is. It
doesn’t occur to most people that everything is designed — that every
building and everything they touch in the world is designed. Even
foods are designed now. So in the process of helping people understand
this, making them more aware of the fact that the world around us is
something that somebody has control of, perhaps they can feel some
sense of control, too. I think that’s a nice ambition.

2002-现在 设计思想在生意领域站据了一个生死攸关之职

从今20年前设计思想开始让提及,经历了许多之迭代,最近才获得肯定。
设计咨询公司包括“IDEO”,
数码智能设计企业只要“青蛙”,软件设计公司如“思特沃克”,服务规划企业如果“肯定牛”等都于02-08年左右起调整协调的商业战略,现在一度变成企划行业之领先者。国内的营业所转变于晚到了2013年左右才起来调整,像Eico
Design。
假如买卖擅长的企业如麦肯锡等,也在2014年自从通过收购计划企业开展战略性之变革。[科技中的设计\ 2017](https://link.jianshu.com?t=https://designintechreport.files.wordpress.com/2017/03/dit-2017-1-0-1c-1.pdf)
劳统筹领域的上扬创建了合作计划及介入计划之初工具与流程。多学科团队的合作企划这同一转变打开了内创新,使设计过程对每个人更透明和中。除了以计划领域以生意领域呢开始以用计划思想与协作规划之履。Fuad
Luke,Sanders 和Manzini就是这块的先遣。
朝包容性迈进的别。随着智能手机的推广,微软提出要面向群众的统筹,带在空前的包容性去琢磨与办事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke同各项自称为专业设计主持人、教育家、作家及活动家,目前正值上课后来的规划执行。他的品类强调与社区与个人,社会福得和顶替经济网的放,合作,共同规划。他的题《Design
Activism》和《The
Eco-Design
Handbook》讨论设计于可持续发展中之用意。

Deborah Szebeko

Szebeko23年经常当英国建了ThinkPublic社会设计单位,专门从事公共部门和非政府组织的设计与创新。用合作规划要关注社会问题,他们一度获得了差不多项荣誉。

We use a mixture of design processes. We’ve got a diversity of
designers, including service designers, graphics designers,
information designers, programmers, marketers, social scientists,
positive psychologists, and even anthropologists. This diversity of
experts bring different techniques related to their disciplines, and
this mixture creates a unique design process — we call it a co-design
process — whereby we capture public views.

Inclusive Design at Microsoft

Kat
holmes微软首席设计总监,随着智能装备的日常,科技产品应关注群众,应该朝着包容性迈进转变。设计个性具有包容,通过辨认排他性,我们能够起对那些当日常生活中以及匪深受欢迎的筹划接触的用户建由和理心。

Inclusive Design at Microsoft

以资源来源以下:
[1] Thomas Lockwood. Design Thinking (Design Management Institue,
2009)
[2] John Maeda. Design In Tech Report(2016,2017)
[3] Jo Szczepanska. What is design thinking, why do I keep hearing
about
it?
[4] A BRIEF HISTORY OF DESIGN THINKING: THE
THEORY
[5] 大卫·瑞兹曼. 现代设计史
[6] Stefanie Di Russo.Understanding the behaviour of design thinking
in complex environments(2016)
[7] Rikke Dam, Teo Siang. What is Design Thinking and Why Is It So
Popular?
[8] Sean Van Tyne. Design Thinking: A Brief
History

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