作者：Thomas Lockwood, University of Westminster PhD, Integrated design Management.
Design Thinking 概覽
設(shè)計思維本質(zhì)上是以用戶為中心，強(qiáng)調(diào)觀察，協(xié)作，快速學(xué)習(xí)，視覺化點(diǎn)子，快速概念原型，兼商業(yè)分析，最終影響創(chuàng)新和商業(yè)策略的創(chuàng)新過程。他的目的是把消費(fèi)者，設(shè)計師和商業(yè)人士整合到產(chǎn)品、服務(wù)或商業(yè)的設(shè)計過程上。它是想像未來狀態(tài)和把產(chǎn)品，服務(wù)和體驗(yàn)帶到市場上的工具。設(shè)計思維術(shù)語上來看像是應(yīng)用設(shè)計師的敏感和方法解決問題，不管問題是什么樣的。它不能替代專業(yè)設(shè)計師或藝術(shù)和手藝設(shè)計，但它是啟發(fā)創(chuàng)新的一種方法。
設(shè)計思維的幾個關(guān)鍵原則：
1.基于現(xiàn)場調(diào)研深入理解消費(fèi)者
2.與用戶和復(fù)合型團(tuán)隊(duì)聯(lián)合協(xié)作，尋找突破性創(chuàng)新、顯著提升和增加新價值上
3.通過視覺化，親手體驗(yàn)和快速原型來加速學(xué)習(xí)，快速獲得用戶反饋。目標(biāo)是通過快速多次的失敗來獲得創(chuàng)新。
4.原型化，可以是概念草圖，粗糙的物理模塊，或故事角色板，或一組場景故事等
5.并行進(jìn)行商業(yè)分析，是很重要的一點(diǎn)。
Design Thinking / Design management / Design Leadership / Design strategy 的區(qū)別
作者的觀點(diǎn)是， 設(shè)計思維是一種幫助發(fā)現(xiàn)非顯性的需求或機(jī)會，幫助創(chuàng)建新的解決方案的方法。設(shè)計管理偏重在管理和領(lǐng)導(dǎo)設(shè)計組織，過程和設(shè)計產(chǎn)出物（產(chǎn)品、服務(wù)、溝通、環(huán)境和交互）。設(shè)計領(lǐng)導(dǎo)和設(shè)計策略更多考慮的是設(shè)計思維和設(shè)計管理的效率及產(chǎn)出物上。
設(shè)計思維在商業(yè)、品牌，服務(wù)設(shè)計，客戶體驗(yàn)上
創(chuàng)新驅(qū)動商業(yè)的差異，設(shè)計驅(qū)動創(chuàng)新。
但是我們的問題已遠(yuǎn)遠(yuǎn)超越了商業(yè)問題，像MIT和哈佛在解決的問題已是系統(tǒng)層面的問題，像我們的食物供給系統(tǒng)，兒童肥胖，急救健康等，作為一個設(shè)計師和設(shè)計思考者，有這樣的機(jī)會去解決這樣的問題是多么的高興，通過自己能影響和改變社會問題。
Chapter 1 Notes on the Evolution of Design Thinking: A Work in Progress
進(jìn)化中的設(shè)計思維
by Craig M. Vogel, Director of Center for Design Research and Innovation, College of Design Architecture, Art and Planning, University of Cincinnati
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·貝倫斯，德國建筑師，工業(yè)設(shè)計的先驅(qū)，第一位現(xiàn)代藝術(shù)設(shè)計師，是一代人的宗師，包括最著名的現(xiàn)代主義建筑師 密斯·范德羅（堅持”少即是多“的建筑哲學(xué)），勒·柯布西耶（功能主義之父），瓦爾特·格羅皮烏斯（包豪斯創(chuàng)辦人），這三人都在他的工作室為他工作過。他是第一個嘗試綜合工藝和技術(shù)結(jié)合的設(shè)計師。
The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION
包豪斯：全新設(shè)計策略的教育
1919年格羅皮烏斯在德創(chuàng)建包豪斯，是第一所將貝倫斯的想法應(yīng)用到高等教學(xué)中。密斯是最后一屆校長。1930年在納粹的壓力下關(guān)閉，學(xué)校的設(shè)計師們都遷往美國，二戰(zhàn)后包豪斯的設(shè)計哲學(xué)（平衡藝術(shù)、科學(xué)、技術(shù)、批量生產(chǎn)）引領(lǐng)美國的設(shè)計思想，隨著這些人在美國各處落腳，設(shè)計的思想運(yùn)動也在全美到處開花。
CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,設(shè)計協(xié)作與咨詢在美國的發(fā)展
1920-1930期間和包豪斯一樣有影響的美國工業(yè)和圖形設(shè)計師，像 Harley Earl, Henry Dreyfuss, Walter Dorwin Teague, and Donald Desky（都是在美國出生的），這些設(shè)計師把設(shè)計協(xié)作與咨詢用在實(shí)踐上，與包豪斯的教育上聯(lián)合影響著美國的圖像和工業(yè)設(shè)計。
Harley Earl and General Motors: Market Segmentation in the Auto Industry
Harley Earl 美國首位在設(shè)計汽車上使用市場細(xì)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.
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. 把設(shè)計看成是投資在，是不是成本；設(shè)計策略是公司的中心；這兩點(diǎn)缺一不可才可能在今天及未來成為創(chuàng)新驅(qū)動的公司。
Chapter 2 The Designful Company by Marty Neumeier
2008 Survey of Wicked Problems
- Balancing long-term goals with short-term demands
- Predicting returns on innovative concepts
- Innovating at the increasing speed of change
- Winning the war for world-class talent
- Combining profitability with social responsibility
- Protecting margins in a commoditizing industry
- Multiplying success by collaborating across silos
- Finding unclaimed yet profitable market space
- Addressing the challenge of eco-sustainability
- 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.
商業(yè)的底線不是機(jī)器而是人。今天，我們發(fā)現(xiàn)創(chuàng)新沒有情感是沒有意思的。產(chǎn)品不美是沒有可比性的，品牌沒有意義價值是不會有欲望想要的，而商業(yè)沒有倫理是不可持續(xù)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.
