小聊设计思想的迈入。Design Thinking 概览。

公司半年会后各地都在提计划思想,各处都于奋斗。我们领导人还是好跟得达潮流的嘛。因在哈佛商贸评论和福布斯的报导后“设计思想”在买卖中吃大关注与实施起来。前几年美国一流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《科技中的筹划》年报告,很多异常庄暨独角兽的祖师爷或高层里都发出设计师在里头,像IBM和麦肯锡前段时间宣布了该极尖端职业中对设计师的任命。从04年及2016年起超常50家显赫规划企业被收购,其中15,16年来26贱。可见设计于商业的重,及计划思想的炽热。虽然那个恼火,可能过多丁当他如VR、大数额、共享自行车等正起来之。实际上,“设计思想”(实际为是规划)做呢同样种艺术都走过了同一段子不短的进步历史了。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,把于工业时代到如今影响设计思想的人士做个小介绍,因涉及内容其实是最为多矣,被放上来的,纯粹是看哪样人耳熟能详,哪些人记录的详细些,不对的地方要指正,感谢伟大之互联网,感谢呢计划思想付诸实践的“先烈”们。

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

1960面前 包豪斯底统筹思想,人文与铺张,国际现代主义和大众文化

涉工业革命,大萧条和二战后的工业规划。 兼顾效率生产与美学为主底一世。

Design Thinking 概览

规划思想本质上是以用户为主干,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,最终影响创新以及经贸策略的更新过程。他的目的是将消费者,设计师和商业人士做及活、服务要买卖的筹划过程及。它是想念像未来状态及将活,服务同体验带至市场及的工具。设计思想术语上来拘禁像是应用设计师的敏锐与措施解决问题,不管问题是哪些的。它不克代表专业设计师或方式及手艺设计,但她是启发创新的如出一辙栽方式。

规划思想的几乎单第一条件:

1.基于现场调研深入了解消费者

2.跟用户以及复合型团队共同协作,寻找突破性创新、显著升级及搭新价值及

3.通过视觉化,亲手体验与迅速原型来加速学习,快速取得用户反馈。目标是经快捷多次的败诉来赢得更新。

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.交互进行商业分析,是挺关键之一些。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业规划的先驱,第一员当代艺术设计师,是当代人的一把手,包括无与伦比出名的现代主义建筑师
密斯·范德罗(坚持”少就是大抵“的建哲学),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),这三人口还在他的工作室为外干活了。他是首先独尝试综合工艺与技巧成的设计师。

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

笔者的看法是,
设计思想是平等种助发现非显性的急需要会,帮助创建新的解决方案的法子。设计管理偏重于保管暨首长设计团队,过程与统筹产出物(产品、服务、沟通、环境和相互)。设计负责人和计划策略更多考虑的是统筹思想以及规划管理的效率以及出现物上。

包豪斯:全新设计策略的育

1919年格罗皮乌斯在德国开创包豪斯,是率先所拿贝伦斯的想法应用及高等教学中。密斯是最后一到校长。1930年在纳粹的压力下关闭,学校的设计师们还搬于美国,二战后包豪斯的统筹哲学(平衡术、科学、技术、批量生产)引领美国底宏图思想,随着这些人口当美国各级处落脚,设计之思运动吧以全美各地开。

筹思想在买卖、品牌,服务规划,客户体验上

履新驱动商业的反差,设计使得创新。

只是咱的题材曾远超过了经贸问题,像MIT和哈佛以缓解之题材既是系统层面的题目,像咱的食品供给体系,儿童肥胖,急救健康等,作为一个设计师和设计思考者,有这样的机错过化解这样的题材是多么的乐,通过自己能影响与转社会问题。

设计协作与咨询在美国上扬启动

1920-1930里和包豪斯同来震慑之美国工业以及图表设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是于美国出生的),这些设计师将设计协作与咨询用在实践上,与包豪斯的教育并影响着美国之图像及工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,首号在规划汽车及采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
    于非更改任何技术下,通过做美学、材料、制造大大改变特别年代丑陋的家电产品,第一员上上《时代》的设计师。他的统筹不同为包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他都说了:“当商品在同等的价位跟功效下竞争,设计虽是唯一的歧异”。他树立及时太可怜之统筹企业,接授设计委托,并因为“洛威设计”的名义上,“洛威设计”在大年代是一致栽优质设计之代表、销售保障的代名词,这无异作法在今天为能见于一些设计企业。

    洛威的“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把人口因为因素做吧活之核心设计
    以其1955年之上的《Designing for
    People》同等写被论述了因人口乎仍之统筹理念,以人啊骨干的宏图极端早实践者和开拓者。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别及国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的设计,将包豪斯倡导的当代方式及企划思想以及美学标准,应用到商业服务计划被。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为家及办公系统规划
    1945年乔治·尼尔森于Herman
    Miller做设计总监时即把规划思想带上了家电概念设计中,设计师不在单干而是与平众的设计师从系统环境的角度来拘禁产品设计。在这同样观和方针下查里斯同雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多举行试验,他一度说他的期望就是是“和那些事为毫无用处的品种的丁一同工作。这样见面磕磕碰碰出新构思之火焰。”

    Eames Loung Chair

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

进步中之设计思想

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

统筹执行在短短的20年时间跨度里,不仅还定义了统筹是呀,更是证实了它好据此来开呀。这个相对短但非常密集的等级在全世界限量外生了有限种植截然不同之筹划方式。
60年份的美国=设计是
60年代的美国,工业规划和产品设计取得的首先粗步的迈入是正式及由工程和对区分出。但他俩连没走得更远,工业规划还是要依据可量化,可度量的题材跟事件。设计工作室通常在高校实验室或工厂,不像今天之工作室以镇子里有像咖啡厅一样的装潢。
意味着有像MIT的Fuller建立多学科的才子团队拓展更新。

60年间斯堪的纳维亚=协同计划
每当同一期,Fuller不同的斯堪的纳维亚规划,通过邀请大学与规划讨论。这些设计师扮演促进者或指导者角色,每个人以及大家到工人或居民一道企划他们想使用的制品要服务。开发了过多冲天创新之种,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等扶持工人,工会,工作场合,政府部门应本着连变化的环境。
这种工作措施直接适用于我们本领的劳务统筹,这种工作方法严重依赖设计师的底限做边设计以及引导,使用工具如”Mock-up
envisionment(模拟设想)”,未来围,组织游戏,合作原型,人种学领域研究,社会考察等发新想法要改善水土保持。高度与
和佚代,集体讨论。
暨20世纪80年代中期,因为计算机的普及以及HCI(人机交互)的向上,斯堪的纳维亚的搭档计划终于迈出大西洋到美国,被周边地称呼参与式设计。

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,工业规划的先驱,第一员当代艺术设计师,是当代人的能工巧匠,包括无与伦比有名的现代主义建筑师
密斯·范德罗(坚持”少就凡是大半“的盘哲学),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),这三总人口犹当他的工作室为外干活了。他是率先单尝试综合工艺及技术结合的设计师。

Buckminister Fuller 的不错统筹

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、化学专家的才子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,经济专家及策略让平套。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的教育

1919年格罗皮乌斯于道德创建包豪斯,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年以纳粹的下压力下关闭,学校的设计师们都搬向美国,二战后包豪斯的计划哲学(平衡艺术、科学、技术、批量生产)引领美国的规划思想,随着这些人于美国诸处落脚,设计的考虑运动也当全美各地放。

Scandinavian 协同计划

50年间盖略、少、功能性,具有包容性和民主性为特色的净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。受语言的绊脚石使得这同移动没有记录并传更广阔。60年间的Scandinavian协同计划以微机的人机交互和劳动计划达到发生广大的升华。

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底前行

1920-1930期间与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,与包豪斯的教导上同台影响在美国底图像以及工业规划。

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

Harley Earl 美国首员在筹划汽车上行使市场细分策略,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,给规划一个新的分类以及止。西蒙看凡事的统筹应吃视为人造品,是自之对立面。

“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.
把设计作为是斥资在,是无是资本;设计策略是店铺之主导;这有限点缺一不可才可能在今日跟未来改成创新驱动的店堂。

维克多·帕帕奈克 也真正世界计划

1971年
帕帕奈克的《为实世界计划》给这底规划行业投下了一如既往颗大炸弹。帕帕奈克提出好于规划目的性的初观点,即设计应也大面积人民服务;设计不仅应该吗健康人劳,同时还得考虑啊残疾人服务;设计应当认真考虑地球之有数资源采取问题,设计应该
为保护我们居住的球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直白影响,他首次于提出了计划伦理的观念,即设计为何?在“波普”设计活动的一致切开喧嚣的风潮中,开始有人从计划性理论的角度严肃提出“设计目的”问题。这对当代规划的五常、现代规划之目的性理论来说,是那个关键的一个起点。正缘来其一起点,日后的计划性理论才起了更加刻骨铭心的前行。

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.

商的底线无是机械要是人。今天,我们发现创新没有情感是从未有过意思的。产品无美是尚未可比性的,品牌未曾意义价值是匪见面出欲望想只要之,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”的发起人

首批判聚焦让规划方法理论的研究者之一,与外的先辈们不同,他力主人之体会以及感在规划时的重大。第一潮用气象学引入到体验设计被。

1980-1990 第二替设计思想理论的出现

斯时期人们将拥有莫大创意之设计师和日常的计划区分开来,把这些设计师在显微镜下研究,试着找来什么让他们灵感大爆发。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,及组织协作时之规划过程。从社会是角度他们留意到管是私有要国有协作时设计创意无限重大之是设计师的想模式。这些规划过程的查为后来另事情进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研规划艺术之前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》切磋设计师的琢磨以及仲裁方法跟另外正规不同的凡啊?这对构建统筹思想有着好老的影响。

“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的城市规划的讲课和哲学家,他的大多数行事以反对60年份的宏图规范的技术性。他出之反思实践,对于规划过程的成功十分重要。他的办事不仅大大影响了统筹,而且影响了团上世界。

“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 服务计划和博企划工具的起

这时代,设计的限量第二不行扩大。在90年份初设计之范围从创立人工制品扩大至相互与服务达。这种转变支持自Buchanan的《设计思想中之凶狠问题》一开探讨了统筹缓解复杂问题、模糊目标的潜力。
至2003年,欧洲到处的高校及卡内基梅隆以各地开始教服务计划。服务计划的兴起,及复杂问题被闹新的计划方工具提供了好环境,包括为无设计师以及与统筹之家伙。

Donald Norman, User-Centered Design

认知是、人因工等统筹领域的资深世界。在1988年问世的《日常的计划性》提出
“UCD”以用户为骨干的宏图。
我们有着的计划性应该根据“适合用记”这个大概的概念模型。他的见的主干是“我们日常生活中之大多数知识且于条件上,而未是当脑力里”,以用户也骨干的方式好理解用户的需要和意识左,并采取行动解决。诺曼的UCD设计思想开辟了新的筹划方式视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之长官,他经过将Rittel和Simon
的理论与
Ezio
Manzini的设计执行相沟通,重新讨论了计划以缓解Wicked
Problems中之角色,在1992登载之《Wicked Problems in Design
Thinking》中画了相同长规划思想到创新之路径。在今后的关于计划思想的《Design
as a New Liberal
Art》中说设计开啊标准的力量是“整合”,也许是以专业性的不够,所以她重起连接各个学科的或者。

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的创作者,是应用设计研究领域的前驱。今天无数为人口吧核心的统筹及规划思想中以的家伙,技术与艺术还好落她。她为是搭档企划工具箱的合伙人,对于规划研究感兴趣的人吧,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年经常由于三寒设计企业集合而变成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦的Moggridge
Associates和以旧金山的ID-Two(两者都是由Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约于Buchanan构建统筹思想的以,IDEO完成了三个局的合并,在未来的十年提高受到,从学界和设计执行吸引了扳平批好有影响力的口参加。
和同时期的筹划企业不同,他们以请了人类学,商业战略,教育还是健康等不等世界的家来指导和壮大他们设计团队与流程。这个多学科团队的国策在始发几年晚拿走了重重的荣誉。
尔后他俩开始推广设计思想和坐人数也着力的计划性,在d.school推出了教导计划,撰写书本,并当世上之大学实践推广。

David & Tom Kelley

IDEO两独大家当跟教育工作,Kelley兄弟都是畅销书的撰稿人。
他们还擅长设计到店管理。他们合作之写《创新自信力》,讲述创新创意的意见,帮助个人和机构释放潜能,树立创新自信。
赶早前的Tom
Kelley的《创新之主意》里亮了IDEO创新思想。

“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一直是计划性思想与翻新之积极倡导者 ,Design
thinking。他编著了广大针对性未设计师采用计划思想方面的章,其中计划变更一切,设计思想如何变革组织与刺激创新。

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

发出心理学和建造学背景的IDEO 教母之如之Jane,
一直从为付出多IDEO以人也按之计划性工具。引用其在IDEO的进程“她付出了移情观察和体会原型的技艺,现在叫周边用于产品、服务以及环境,及系统、组织和政策的创新及统筹上。”她底开《Thoughtless
Acts?》
展示了第一手观察和计划灵感中的关联。她最近写作了《Design
Ethics》的短篇。

Bill Moggridge

英国知名产品设计师,工业设计教学,交互设计与IDEO创始人。他盖采纳人性工程设计理论,同时也是现行产品设计主流理论的开发者。他设计了第一大贝壳式笔记本电脑,至今以是笔记本的主流外型。他著述的《关键设计报告》介绍了互动设计的历史,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 设计思想在买卖领域站据了一个要之岗位

自打20年前计划思想开始被提及,经历了森的迭代,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”,服务计划企业如果“肯定牛”等都于02-08年光景开始调整自己的小买卖战略,现在曾成为企划行业之领先者。国内的局转变较晚至了2013年左右才起调整,像Eico
Design。
只要商擅长的小卖部如麦肯锡等,也在2014年自从通过收购计划企业开展战略的革命。[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)
劳规划领域的进化创建了通力合作计划以及插手规划之初工具与流程。多学科团队的合作规划这无异于变型打开了中间创新,使设计过程对每个人重复透明与行。除了当规划领域在买卖领域呢起采用用计划思想和协作规划的施行。Fuad
Luke,Sanders 和Manzini就是这块的先锋。
朝包容性迈进的扭转。随着智能手机的普及,微软提出使面向群众的统筹,带在空前的包容性去琢磨和做事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke一如既往各自称为正式企划主持人、教育家、作家及活动家,目前方上课后来之规划执行。他的类强调和社区及私家,社会福得和代经济网之开放,合作,共同规划。他的写《Design
Activism》和《The
Eco-Design
Handbook》讨论设计以可持续发展中的用意。

Deborah Szebeko

Szebeko23夏时以英国成立了ThinkPublic社会设计单位,专门从事公共部门和非政府组织的宏图以及创新。用合作规划要关注社会问题,他们就获得了多宗荣誉。

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,随着智能设备的平常,科技产品应关爱群众,应该为包容性迈进转变。设计个性具有包容,通过辨认排他性,我们能开针对那些当日常生活中与不给欢迎之筹划接触的用户建立起和理心。

Inclusive Design at Microsoft

因资源来以下:
[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

相关文章

发表评论

电子邮件地址不会被公开。 必填项已用*标注

网站地图xml地图