小聊设计思想的上扬。Design Thinking 概览。

局半年会后四处都于说话计划思想,各处都当努力。我们领导人还是生跟得上潮流的嘛。因于哈佛生意评论和福布斯的报道后“设计思想”在生意中给周边关注同推行起来。前几年美国头号商学院就以统筹思想(design
thinking)纳入课程体系,斯坦福大学起D.School等。在John
Maeda《科技中的计划》年报告,很多雅商厦暨独角兽的老祖宗或高层里还发设计师在中,像IBM和麦肯锡前段时间宣布了该无与伦比高级职业被对设计师的任。从04年至2016年生越50寒有名规划企业叫买断,其中15,16年有26家。可见设计在经贸的厚,及规划思想的暑。虽然老火,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”(实际为是计划)做啊平种植方式就走过了一样截非亏的上进历史了。何不歇一下,了解一下前身和近况也。做得了桌面研究后即使花费了接触时整治了该文,把自工业时代到今影响设计思想的人选做个小介绍,因涉及内容其实是无与伦比多矣,被加大上来的,纯粹是圈什么人耳熟能详,哪些人记录的详细些,不对的地方要指正,感谢伟大的互联网,感谢吧规划思想付诸实践的“先烈”们。

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

1960前方 包豪斯之规划思想,人文与挥霍,国际现代主义和大众文化

经验工业革命,大萧条和二战后的工业规划。 兼顾效率生产以及美学为主的时代。

Design Thinking 概览

规划思想本质上是坐用户为核心,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,最终影响创新与商策略的换代过程。他的目的是把顾客,设计师以及商贸人士构成到产品、服务还是商业的宏图过程及。它是想像未来状态和把产品,服务同体验带及市场上的工具。设计思想术语上来拘禁像是以设计师的灵巧和艺术解决问题,不管问题是何许的。它不能够代表专业设计师或方式与手艺设计,但它们是诱导创新的同等栽办法。

设计思想的几乎独重要条件:

1.基于现场调研深入了解消费者

2.以及用户与复合型团队一起协作,寻找突破性创新、显著升级以及充实新价值达

3.经视觉化,亲手体验及高速原型来加快学习,快速获得用户举报。目标是通过快速多次底败来得到创新。

4.原型化,可以是概念草图,粗糙的大体模块,或故事角色板,或同组场景故事等

5.交互进行经贸分析,是大重大之某些。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业设计之先行者,第一号当代艺术设计师,是当代人的棋手,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),这三人犹当他的工作室为外干活了。他是率先单尝试综合工艺与技能构成的设计师。

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

笔者的意是,
设计思想是一样种助发现非显性的急需要会,帮助创建新的解决方案的主意。设计管理偏重于管理和领导设计团队,过程以及统筹产出物(产品、服务、沟通、环境暨相)。设计负责人及计划性策略更多考虑的凡计划性思想和计划管理之效率以及出现物上。

包豪斯:全新设计策略的启蒙

1919年格罗皮乌斯于德国缔造包豪斯,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一至校长。1930年于纳粹的压力下关闭,学校的设计师们还搬为美国,二战后包豪斯的宏图哲学(平衡术、科学、技术、批量生产)引领美国的计划性思想,随着这些人当美国各处落脚,设计之构思运动吗在全美各地放。

设计思想在商业、品牌,服务规划,客户体验上

履新驱动商业的距离,设计使得创新。

而我们的问题就远远超了经贸问题,像MIT和哈佛于化解之题目都是网层面的问题,像咱的食物供给体系,儿童肥胖,急救健康相当,作为一个设计师以及计划性思考者,有这般的机遇去解决这样的题目是何其的乐,通过投机能够影响与转移社会问题。

设计协作和咨询在美国上扬启动

1920-1930之内与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(都是在美国出生之),这些设计师将规划协作和咨询用在实践上,与包豪斯的教导并影响在美国底图像以及工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,首个在筹划汽车及采取市场细分策略的设计师

    Chevrolet Corvette

  • 雷蒙德·洛威 Raymond
    Loewy
    ,设计咨询升级现有技术产品
    于匪转任何技术下,通过做美学、材料、制造大大改观十分年代丑陋的家电产品,第一员上上《时代》的设计师。他的设计不同为包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他现已说过:“当商品在同样的价格以及职能下竞争,设计虽是唯一的区别”。他成立及时极特别的筹划企业,接授设计委托,并以“洛威设计”的名义发表,“洛威设计”在充分年代是如出一辙种植理想设计之代表、销售保障的代名词,这同一作法在今吧能够见于一些规划企业。

    洛威之“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把人口因为因素做呢活之中坚设计
    于其1955年底登之《Designing for
    People》一如既往书写中阐释了盖人口乎仍的统筹意见,以食指啊骨干的设计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,将包豪斯倡导之现代方与计划思想与美学原则,应用到商业服务规划着。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为人家与办公系统规划
    1945年乔治·尼尔森于Herman
    Miller做筹划总监时即便管规划思想带上了家具概念设计中,设计师不以单干而是同平等众的设计师从系统环境的角度来拘禁产品设计。在即时同一意跟方针下查里斯及雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多开试验,他已经说他的期望就是是“和那些事为毫无用处的品种的丁齐声工作。这样见面磕磕碰碰出新想的火苗。”

    Eames Loung Chair

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

开拓进取中的统筹思想

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

规划执行在短短的20年时间跨度里,不仅还定义了统筹是什么,更是印证了它们好就此来做呀。这个相对短但非常密集的级差于全球限量外出生了点儿种了不同之计划方式。
60年代的美国=设计科学
60年间的美国,工业设计与产品设计取得的第一微步的腾飞是明媒正娶及自工程和是区分出。但她们连从未动得还远,工业设计尚是着重根据可量化,可度量的题目同事件。设计工作室通常在高校实验室或工厂,不像今天的工作室以村镇里有像咖啡厅一样的装裱。
表示有像MIT的Fuller建立多学科的材料团队开展创新。

60年份斯堪的纳维亚=协同计划
以同等期,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,每个人与大家及工人或居民一起设计他们想要运的制品还是劳动。开发了很多冲天创新之路,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等救助工人,工会,工作场合,政府部门应本着连转变之环境。
这种工作办法一直适用于我们现提的劳动计划,这种工作法严重依赖设计师的界限举行边筹划与引导,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,因为电脑的普及以及HCI(人机交互)的开拓进取,斯堪的纳维亚的通力合作计划终于迈出大西洋来美国,被大地叫做参与式设计。

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,工业设计之前驱,第一位当代艺术设计师,是一代人的大师,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),这三口且以外的工作室为他工作过。他是第一只尝试综合工艺和技巧成的设计师。

Buckminister Fuller 的科学设计

1956年自从在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来设计。Fuller的方成立于工程师、工业设计师、材料专家、化学专家的奇才团队的底蕴及拓展翻新。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,经济专家和方针让同身。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的傅

1919年格罗皮乌斯以道创建包豪斯,是第一所用贝伦斯的想法应用到高等教学中。密斯是最终一届校长。1930年于纳粹的压力下关闭,学校的设计师们都搬为美国,二战后包豪斯的规划哲学(平衡术、科学、技术、批量生产)引领美国之设计思想,随着这些人以美国各国处落脚,设计之思考运动吗在全美各地开。

Scandinavian 协同计划

50年间为简要、少、功能性,具有包容性和民主性为特征的净有别于其他设计方式的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等同倒没有记录并传更常见。60年份的Scandinavian协同计划在计算机的人机交互和劳动规划上产生众多之进化。

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迈入

1920-1930以内和包豪斯同来震慑之美国工业和图设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是于美国出生的),这些设计师将规划协作与咨询用在实践上,与包豪斯的教育达同影响在美国之图像及工业设计。

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

Harley Earl 美国首号在规划汽车及采用市场分策略,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出版的人造科学中,给规划一个初的分类和限。西蒙认为凡事的设计应于视为人造品,是本的对立面。

“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.
把规划作为是斥资在,是未是基金;设计策略是店铺的主导;这片沾缺一不可才可能当今日和前景改为创新驱动之营业所。

维克多·帕帕奈克 也真世界计划

1971年
帕帕奈克的《为实在世界计划》给当时底统筹行业投下了同等颗很炸弹。帕帕奈克提出自己对此规划目的性的新观点,即设计应该吗常见人民服务;设计不仅应当为正规人劳,同时还非得考虑为残疾人服务;设计应该认真考虑地球之个别资源利用问题,设计应
为保安我们住之地球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直接影响,他首次于提出了统筹伦理的观念,即设计为何?在“波普”设计活动的一样切开喧嚣的风潮中,开始有人打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、现代筹的目的性理论来说,是异常主要之一个起点。正以发是起点,日后的设计理论才起了更刻骨铭心的发展。

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发出欲望想要之,而买卖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

首批判聚焦让统筹方式理论的研究者之一,与他的先辈们不同,他主持人之心得与感触在设计时的要。第一不良将气象学引入到经验设计受到。

1980-1990 第二代设计思想理论的产出

这时代人们将具有惊人创意的设计师和常见的计划性区分开来,把这些设计师在显微镜下研究,试着找找来什么为他俩灵感大爆发。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,及团体合作时之宏图过程。从社会是角度他们留意到无是个体或国有协作时设计创意无限重点的凡设计师的思模式。这些计划过程的查为后来外事情进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨规划方法之前是人机交互领域的研究员。在外的精本《Designerly
ways of
Knowing》切磋设计师的思维和决策办法及外正规不同之是呀?这对构建统筹思想有着好死的熏陶。

“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的城市规划的讲解及哲学家,他的大部分做事以反对60年代的宏图规范的技术性。他出之自省实践,对于规划过程的中标十分关键。他的办事不仅大大影响了计划,而且影响了团队上园地。

“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 服务规划以及无数计划工具的出现

夫时期,设计的限第二软扩大。在90年份初设计的克由创造人工制品扩大到相互和服务及。这种转移支持自Buchanan的《设计思想中之凶悍问题》一题探讨了计划缓解复杂问题、模糊目标的潜力。
及2003年,欧洲无处之高等学校以及卡内基梅隆在处处开始上课服务规划。服务规划之起来,及复杂问题让有新的计划艺术工具提供了好条件,包括也免设计师和涉企设计的家伙。

Donald Norman, User-Centered Design

咀嚼是、人以工等设计领域的著名世界。在1988年问世的《日常的筹划》提出
“UCD”以用户为基本的计划性。
我们有着的计划性应当因“适合用记”这个简单的概念模型。他的意的核心是“我们日常生活中的绝大多数文化且以条件达标,而不是在脑子里”,以用户也基本的法子好理解用户的要求跟发现左,并采取行动解决。诺曼的UCD设计思想开辟了新的规划方视角。

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的宏图执行相互关联,重新讨论了统筹于化解Wicked
Problems中之角色,在1992刊登之《Wicked Problems in Design
Thinking》中画了同样漫漫规划思想到更新之路。在随后的关于计划思想的《Design
as a New Liberal
Art》中说设计开也业内的能力是“整合”,也许是盖专业性的缺失,所以它更发生连日各个科目的可能。

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的创建人,是运用设计研究世界的先驱者。今天众以人数啊骨干的宏图与计划性思想中采取的工具,技术和方法还得以归入她。她呢是搭档企划工具箱的合伙人,对于规划研究感兴趣之人口吧,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年隔三差五由于三贱设计企业合并而变成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦的Moggridge
Associates和以旧金山之ID-Two(两者都是出于Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约于Buchanan构建统筹思想的而,IDEO完成了三个合作社之合,在未来的十年提高受到,从学界以及筹划执行吸引了同样批判好有影响力的人投入。
与同时期的规划企业不同,他们同时请了人类学,商业战略,教育或者正规相当不同世界的学者来指点与扩充他们计划团队及流程。这个差不多学科团队的方针在始发几年后收获了过多之荣耀。
之后她俩开始推广设计思想和因人数耶基本的宏图,在d.school推出了教导计划,撰写书本,并当世界之大学实践推广。

David & Tom Kelley

IDEO两只大家当与教育工作,Kelley兄弟都是畅销书的撰稿人。
他们还擅长设计及号管理。他们合作的书《创新自信力》,讲述创新创意的眼光,帮助个人与机构释放潜能,树立创新自信。
赶快前之Tom
Kelley的《创新的法门》里显示了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一直是计划性思想和更新的积极倡导者 ,Design
thinking。他作了众针对性无设计师运用规划思想方面的文章,其中设计变更总体,设计思想如何变革组织和激励创新。

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

产生心理学和建筑学背景的IDEO 教母之如的Jane,
一直从事为付出多IDEO以人口乎仍之设计工具。引用其当IDEO的长河“她开了移情观察与经验原型的技术,现在受广泛用于产品、服务同条件,及系统、组织与政策的换代以及设计上。”她的书《Thoughtless
Acts?》
展示了直接观察和统筹灵感中的涉嫌。她多年来作文了《Design
Ethics》的短篇。

Bill Moggridge

英国闻名遐迩产品设计师,工业规划教学,交互设计以及IDEO创始人。他以采纳人性工程设计理论,同时也是当今产品设计主流理论的开发者。他计划了第一玉贝壳式笔记本电脑,至今以是笔记本的主流外型。他作之《关键设计报告》介绍了相设计之史,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根本之职

自从20年前计划思想开始给提及,经历了成百上千底迭代,最近才拿走确认。
设计咨询公司连“IDEO”,
数码智能设计企业要“青蛙”,软件设计公司假设“思特沃克”,服务统筹企业只要“肯定牛”等还在02-08年内外开始调整好之商贸战略,现在早就改成企划行业的领先者。国内的店家变更比较晚至了2013年左右才开始调整,像Eico
Design。
比方商业擅长的号像麦肯锡等,也在2014年起经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)
劳规划领域的腾飞创建了通力合作企划及插手规划之初工具和流程。多学科团队的合作规划这无异于变型打开了内创新,使设计过程对每个人再次透明与行。除了当筹划领域在买卖领域呢起采用用计划思想和合作规划的施行。Fuad
Luke,Sanders 和Manzini就是这块的先锋。
朝包容性迈进的生成。随着智能手机的普及,微软提出使面向群众的规划,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如出一辙各项自称为正式计划主持人、教育家、作家及活动家,目前方上课后来之筹划执行。他的品类强调与社区以及私家,社会福得和代表经济系统的开,合作,共同设计。他的书《Design
Activism》和《The
Eco-Design
Handbook》议论设计在可持续发展中之意。

Deborah Szebeko

Szebeko23春经常于英国确立了ThinkPublic社会设计机构,专门从事公共部门和非政府组织的宏图与创新。用合作计划要关注社会问题,他们都收获了差不多项殊荣。

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,随着智能装备的便,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,我们能够开对那些当日常生活中以及无吃欢迎的统筹接触的用户建由和理心。

Inclusive Design at Microsoft

坐资源来源以下:
[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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