365bet体育小聊设计思想的升华。Design Thinking 概览。

商家半年会后无处都以云计划思想,各处都在奋发。我们领导人还是挺跟得及潮流的呗。因以哈佛商贸评论和福布斯的通讯后“设计思想”在生意中为广泛关注与履起来。前几乎年美国一等商学院就用设计思想(design
thinking)纳入课程体系,斯坦福大学建立D.School等。在John
Maeda《科技中之设计》年报告,很多充分庄同独角兽的祖师爷或高层里都有设计师在内部,像IBM和麦肯锡前段时间宣布了那个极高级职业被针对设计师的选。从04年及2016年起跨越50家显赫规划企业给买断,其中15,16年来26小。可见设计在商业的珍惜,及企划思想的酷热。虽然很火,可能多人看他像VR、大数目、共享自行车等正兴起的。实际上,“设计思想”(实际也是规划)做吗同种植办法就走过了同段非缺乏的上扬历史了。何不鸣金收兵一下,了解一下前身和近况也。做扫尾桌面研究后就花了接触时整理了该文,把由工业时代到现行影响设计思想的人做只稍介绍,因涉内容实在是最多了,被加大上来的,纯粹是圈咋样人耳熟能详,哪些人记录的详细些,不对的地方要指正,感谢伟大的互联网,感谢为筹思想付诸实践的“先烈”们。

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

1960前方 包豪斯底设计思想,人文和奢华,国际现代主义和大众文化

经历工业革命,大萧条和二战后底工业设计。 兼顾效率生产及美学为主底一世。

Design Thinking 概览

设计思想本质上是因用户为核心,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,最终影响创新与小买卖策略的创新过程。他的目的是拿消费者,设计师以及商人士构成到产品、服务或买卖的统筹过程及。它是眷恋像未来状态及拿活,服务和经验带及市场达成的工具。设计思想术语上来拘禁像是采取设计师的灵活与艺术解决问题,不管问题是哪的。它不可知代表专业设计师或措施和手艺设计,但其是启示创新之均等栽方式。

设计思想的几乎单根本条件:

1.基吃现场调研深入明消费者

2.跟用户与复合型团队共同协作,寻找突破性创新、显著升级与加新价值达到

3.经视觉化,亲手体验和快速原型来加快学习,快速获得用户举报。目标是由此快速多次底挫折来博取创新。

4.原型化,可以是概念草图,粗糙的大体模块,或故事角色板,或同一组场景故事等

5.相互进行买卖分析,是可怜要紧之一点。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业设计的先驱,第一个当代艺术设计师,是当代人的王牌,包括无与伦比著名的现代主义建筑师
密斯·范德罗(坚持”少就凡差不多“的修建哲学),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),这三口还在他的工作室为外干活了。他是首先独尝试综合工艺和技艺整合的设计师。

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

笔者的视角是,
设计思想是平等种植助发现非显性的需求还是会,帮助创建新的缓解方案的点子。设计管理偏重于治本以及主管设计团队,过程和计划性产出物(产品、服务、沟通、环境与互相)。设计负责人和计划策略更多考虑的是设计思想以及规划管理的频率与出现物上。

包豪斯:全新设计策略的傅

1919年格罗皮乌斯以德国创办包豪斯,是首先所用贝伦斯的想法应用至高等教学中。密斯是终极一顶校长。1930年于纳粹的下压力下关闭,学校的设计师们都搬为美国,二战后包豪斯的筹划哲学(平衡术、科学、技术、批量生产)引领美国底统筹思想,随着这些人口在美国每处落脚,设计之思运动吧于全美各地开。

筹思想在买卖、品牌,服务规划,客户体验上

履新驱动商业的差别,设计使得创新。

但我们的题目早就远远超了商业问题,像MIT和哈佛在解决之题目曾是系层面的问题,像我们的食物供给体系,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,有这么的空子去解决这样的题目是何其的欢快,通过祥和能够影响和改社会问题。

规划协作和咨询在美国提高启动

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

  • 哈利·厄尔 Harley
    Earl
    ,首位在统筹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活
    以无更改任何技术下,通过结合美学、材料、制造大大改变特别年代丑陋之家电产品,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”,他就说了:“当商品以同之标价和成效下竞争,设计虽是绝无仅有的反差”。他起及时太老的设计企业,接授设计委托,并以“洛威设计”的名义发表,“洛威设计”在生年代是平等种植理想设计之表示、销售保障的代名词,这同一作法在今啊克见于一些统筹企业。

    洛威之“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把丁以因素做呢活之中坚设计
    当那个1955年底刊登的《Designing for
    People》一样题被阐述了坐人耶以之宏图理念,以人数也着力的计划性极端早实践者和开拓者。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别以及国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的宏图,将包豪斯倡导之当代方式与企划思想和美学标准,应用及商贸服务规划中。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为家中和办公系统规划
    1945年乔治·尼尔森以Herman
    Miller做筹划总监时虽管规划思想带上了家电概念设计中,设计师不在单干而是和同等众多的设计师从系统环境的角度来拘禁产品设计。在马上无异于观点以及方针下查里斯和雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多开试验,他都说他的只求就是是“和那些从事为毫无用处的品种的人头一道干活。这样会碰上出新思考的火苗。”

    Eames Loung Chair

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

前进中之规划思想

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

筹执行在短短的20年时间跨度里,不仅还定义了统筹是呀,更是说明了它们可以就此来举行什么。这个相对短但非常密集的流于环球范围外生了有限种植截然不同的计划性方式。
60年间的美国=设计是
60年份的美国,工业规划和产品设计取得的率先多少步的前进是标准上打工程以及对区分出。但他们连不曾动得重远,工业设计尚是任重而道远依据可量化,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,不像现在底工作室以乡镇里来像咖啡厅一样的装潢。
意味着来像MIT的Fuller建立多学科的精英团队开展翻新。

60年间斯堪的纳维亚=协同计划
于平期,Fuller不同的斯堪的纳维亚统筹,通过请大学与统筹讨论。这些设计师扮演促进者或指导者角色,每个人同家及工友要居民一道设计他们顾念使下的成品要劳务。开发了无数可观创新的色,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等援助工人,工会,工作场合,政府部门应本着频频变更之条件。
这种工作法直接适用于我们今天领到的劳动计划,这种工作办法严重依赖设计师的边举行边筹划与引导,使用工具如”Mock-up
envisionment(模拟设想)”,未来围绕,组织游戏,合作原型,人种学领域研究,社会调研等发生新想法或改善现有。高度与
和佚代,集体讨论。
顶20世纪80年份中,因为电脑的普及和HCI(人机交互)的进化,斯堪的纳维亚之通力合作规划终于迈出大西洋至美国,被大规模地称之为参与式设计。

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,工业设计之先驱者,第一号当代艺术设计师,是当代人的能人,包括无与伦比知名的现代主义建筑师
密斯·范德罗(坚持”少就是差不多“的盖哲学),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),这三人口且以外的工作室为他工作过。他是首先只尝试综合工艺和技巧成的设计师。

Buckminister Fuller 的是设计

1956年从在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的措施成立以工程师、工业设计师、材料专家、化学专家的人才团队的基础及展开翻新。代表作品有:Geodesic
Domestic, the Dymaxion car, Triton city, the “Fly’s Eye” Dome等。

the Dymaxion car

“设计师是汇总了艺术家,发明家,机械师,经济专家与策略让同一套。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的启蒙

1919年格罗皮乌斯于道义创建包豪斯,是率先所将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,二战后包豪斯的设计哲学(平衡艺术、科学、技术、批量生产)引领美国底宏图思想,随着这些人口以美国各级处落脚,设计的思想运动吧于全美各地放。

Scandinavian 协同计划

50年代盖简要、少、功能性,具有包容性和民主性为特色之全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天。受语言的绊脚石使得这同一活动没有记录并传播更广大。60年间的Scandinavian协同计划于计算机的人机交互与劳务统筹及发生多的进步。

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向上

1920-1930次以及包豪斯同来震慑的美国工业和图设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是当美国生的),这些设计师将设计协作与咨询用在实践上,与包豪斯的傅上同台影响着美国底图像以及工业规划。

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

Harley Earl 美国篇各项在筹划汽车上以市场分策略,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

西蒙于1969出版的人为科学中,给规划一个新的分类和限。西蒙看全的宏图应受视为人造品,是理所当然的对立面。

“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.
把设计作为是斥资于,是休是资金;设计策略是商店之中心;这片沾缺一不可才可能当今以及未来变成创新驱动的信用社。

维克多·帕帕奈克 为实世界计划

1971年
帕帕奈克的《为实际世界计划》给就之宏图行业投下了扳平发大炸弹。帕帕奈克提出好对于规划目的性的初看法,即设计应也普遍百姓服务;设计不仅应该吗常规人劳动,同时还必须考虑呢残疾人服务;设计应该认真考虑地球的简单资源利用问题,设计应当
为保障我们居住之地球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直影响,他首坏提出了规划伦理的历史观,即设计为何?在“波普”设计活动的同切片喧嚣的浪潮中,开始有人从统筹理论的角度严肃提出“设计目的”问题。这对于当代统筹之天伦、现代设计之目的性理论来说,是很重要的一个起点。正因起这个起点,日后的筹划理论才面世了尤其入木三分之进步。

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.

生意的下线无是机器而是口。今天,我们发现创新没有感情是绝非意思的。产品未美是没可比性的,品牌未曾意思价值是未会见出欲望想如果的,而买卖没有伦理是不可持续的。

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”的提出者

首批聚焦为统筹艺术理论的研究者之一,与外的长辈们不同,他主张人的经验和感触在筹划时之重点。第一不好以气象学引入到经验设计着。

1980-1990 第二代表设计思想理论的起

这时代人们管所有惊人创意的设计师以及一般的规划区分开来,把这些设计师在显微镜下研究,试着找来什么给他们灵感大爆发。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,及集体协作时之筹划过程。从社会对角度他们留意到管是私家要国有协作时设计创意无限紧要的凡设计师的思量模式。这些规划过程的查为新兴任何工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨设计方之前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》研究设计师的琢磨以及决策方法跟任何专业不同的凡啊?这对于构建统筹思想有着特别要命之震慑。

“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的城市规划的上书以及哲学家,他的大部分行事以反对60年份的计划规范的技术性。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,而且影响了集团学习世界。

“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 服务计划和诸多企划工具的起

是时代,设计的限第二坏扩大。在90年份初设计的界定从创立人工制品扩大至相互与服务达。这种变动支持自Buchanan的《设计思想中之恶问题》一书探讨了统筹缓解复杂问题、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四处开始上课服务规划。服务统筹之起来,及复杂问题为有新的设计方式工具提供了好环境,包括为免设计师和介入计划之家伙。

Donald Norman, User-Centered Design

咀嚼是、人坐工等设计领域的著名世界。在1988年问世的《日常的设计》提出
“UCD”以用户为主干的统筹。
我们具有的统筹应因“适合用记”这个简单的概念模型。他的意的着力是“我们日常生活中的大部文化且以条件达标,而不是在脑子里”,以用户也主干的办法好理解用户的要求跟意识左,并采取行动解决。诺曼的UCD设计思想开辟了初的计划性方视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之负责人,他由此将Rittel和Simon
的理论与
Ezio
Manzini的规划执行相互关联,重新讨论了统筹于化解Wicked
Problems中之角色,在1992登的《Wicked Problems in Design
Thinking》中画了一样长条设计思想到更新的途径。在其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”,也许是因专业性的差,所以它们再发出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,是利用设计研究领域的前驱。今天众多缘人口乎核心的设计及规划思想被采取的家伙,技术以及方还好落她。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年经常由于三家设计企业合而变成,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构建统筹思想的还要,IDEO完成了三个公司之合,在未来底十年更上一层楼遭受,从学界以及统筹执行吸引了千篇一律批判好有影响力的人在。
以及同时期的计划企业不同,他们又请了人类学,商业战略,教育或者健康相当不同领域的大方来指导与扩大他们设计团队及流程。这个多学科团队的方针在初始几年后收获了无数底桂冠。
下她俩初步推广设计思想和因人数乎核心的设计,在d.school推出了教导计划,撰写书本,并当大地之高等学校实践推广。

David & Tom Kelley

IDEO两只大家当与教诲工作,Kelley兄弟都是畅销书的撰稿人。
他们都擅长设计到商店管理。他们合作之题《创新自信力》,讲述创新创意之视角,帮助个人以及部门释放潜能,树立创新自信。
及早前之Tom
Kelley的《创新的措施》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一直是计划思想和创新之主动倡导者 ,Design
thinking。他编写了过多对准无设计师运用规划思想方面的篇章,其中设计变更总体,设计思想如何变革组织同激励创新。

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 教母之如之Jane,
一直从事为付出多IDEO以食指也按之计划性工具。引用其在IDEO的长河“她支付了移情观察与经验原型的技能,现在受普遍用于产品、服务与条件,及系统、组织及政策的更新和计划上。”她底写《Thoughtless
Acts?》
展示了一直观测与设计灵感中的干。她近来编写了《Design
Ethics》的短篇。

Bill Moggridge

英国出名产品设计师,工业规划教学,交互设计和IDEO创始人。他以采纳人性工程设计理论,同时为是今日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,至今仍是笔记本的主流外型。他编写的《关键设计报告》介绍了互动设计的史,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重要的岗位

自打20年前计划思想开始为提及,经历了累累的迭代,最近才得确认。
设计咨询公司包括“IDEO”,
数码智能设计企业如“青蛙”,软件设计公司如“思特沃克”,服务计划企业只要“肯定牛”等都以02-08年内外开始调整自己的生意战略,现在曾经成企划行业的领先者。国内的店家转变于晚至了2013年左右才开始调整,像Eico
Design。
使买卖擅长的号如麦肯锡等,也以2014年自通过收购计划企业进行战略的革命。[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)
劳动统筹领域的提高创造了合作计划与涉企设计的新工具及流程。多学科团队的合作计划这同样变迁打开了中创新,使设计过程对每个人更透明与行之有效。除了当计划领域在商业领域啊起应用用计划思想与协作规划之施行。Fuad
Luke,Sanders 和Manzini就是这块的急先锋。
通往包容性迈进的变迁。随着智能手机的推广,微软提出使面向公众的统筹,带在前所未有的包容性去思维和行事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke如出一辙各自称为正式企划主持人、教育家、作家及活动家,目前在授课后来之统筹执行。他的门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》座谈设计以可持续发展中的企图。

Deborah Szebeko

Szebeko23春时以英国建了ThinkPublic社会设计部门,专门从事公共部门和非政府组织的计划性以及创新。用合作企划要关注社会问题,他们一度取得了大半件桂冠。

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,科技产品应有关爱群众,应该向包容性迈进转变。设计个性具有包容,通过辨认排他性,我们会初步对那些以日常生活中及无受欢迎的统筹接触的用户建于及理心。

Inclusive Design at Microsoft

为资源来以下:
[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

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