2019亚洲杯小聊设计思想的向上。Design Thinking 概览。

号半年会后无处都以说计划思想,各处都于奋斗。我们领导人还是不行跟得及潮流的嘛。因以哈佛商业评论和福布斯的简报后“设计思想”在商贸中受普遍关注以及履行起来。前几乎年美国一流商学院就用计划思想(design
thinking)纳入课程体系,斯坦福大学确立D.School等。在John
Maeda《科技中的计划》年报告,很多深商家跟独角兽的奠基者或高层里都发设计师在其中,像IBM和麦肯锡前段时间宣布了那极尖端职业被针对设计师的除。从04年及2016年有越50家显赫规划企业给收购,其中15,16年发生26贱。可见设计以生意的注重,及设计思想的燥热。虽然老生气,可能多人觉得他如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)做也同种植方法已走过了同段非亏的发展历史了。何不歇一下,了解一下前身和近况也。做扫尾桌面研究后即使花费了接触时整治了该文,把打工业时代到本影响设计思想的人选做只稍介绍,因涉及内容实在是极度多矣,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 包豪斯底计划性思想,人文与奢华,国际现代主义和大众文化

涉工业革命,大萧条和二战后底工业设计。 兼顾效率生产及美学为主的期。

Design Thinking 概览

计划思想本质上是为用户为基本,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,最终影响创新与经贸策略的创新过程。他的目的是把消费者,设计师以及买卖人士构成至成品、服务或者商业的计划性过程及。它是怀念像未来状态和把产品,服务同体会带顶市场高达之家伙。设计思想术语上来拘禁像是行使设计师的精灵和道解决问题,不管问题是哪些的。它不能够替代专业设计师或措施及手艺设计,但它们是诱发创新的一样栽办法。

统筹思想的几乎独至关重要条件:

1.基受现场调研深入明消费者

2.与用户与复合型团队一起协作,寻找突破性创新、显著升级以及加新价值高达

3.经过视觉化,亲手体验及便捷原型来加快学习,快速获得用户举报。目标是透过快速多次底挫败来博创新。

4.原型化,可以是概念草图,粗糙的大体模块,或故事角色板,或一致组场景故事等

5.互进行经贸分析,是怪重要之少数。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业规划的前人,第一个当代艺术设计师,是当代人的王牌,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),这三丁犹当他的工作室为外干活了。他是首先单尝试综合工艺和技能构成的设计师。

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

笔者的眼光是,
设计思想是相同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措施。设计管理偏重于管理及管理者设计团队,过程及计划性产出物(产品、服务、沟通、环境以及互动)。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:全新设计策略的傅

1919年格罗皮乌斯以德国开创包豪斯,是首先所用贝伦斯的想法应用至高等教学中。密斯是终极一暨校长。1930年以纳粹的下压力下关闭,学校的设计师们都搬为美国,二战后包豪斯的计划性哲学(平衡艺术、科学、技术、批量生产)引领美国之筹划思想,随着这些口于美国列处落脚,设计的思维运动吗以全美各地放。

计划思想在商业、品牌,服务计划,客户体验上

履新驱动商业的差异,设计使得创新。

只是我们的题目就远远超了经贸问题,像MIT和哈佛在解决之题目都是系层面的问题,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,有这样的会去解决这样的题目是多的赏心悦目,通过自己会影响及转移社会问题。

计划协作和咨询在美国向上启动

1920-1930以内同包豪斯同发生影响的美国工业与图片设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是当美国落地之),这些设计师将规划协作和咨询用在实践上,与包豪斯的教导合影响着美国底图像以及工业规划。

  • 哈利·厄尔 Harley
    Earl
    ,首个在规划汽车上运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
    每当不改动任何技术下,通过做美学、材料、制造大大改观十分年代丑陋的家电产品,第一各上上《时代》的设计师。他的统筹不同于包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他就说过:“当商品在一如既往之价位同效力下竞争,设计虽是唯一的别”。他成立及时极其老的设计企业,接授设计委托,并盖“洛威设计”的名义发表,“洛威设计”在怪年代是同等种可以设计之象征、销售保障的代名词,这等同作法在今日啊克见于一些设计企业。

    洛威底“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把食指坐因素做吧产品的骨干设计
    以那1955年的上的《Designing for
    People》如出一辙书被论述了因为人数啊以之宏图理念,以人口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
    ,将品牌识别和国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的宏图,将包豪斯倡导的现世法和规划思想与美学标准,应用至商业服务规划着。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为家庭和办公室系统规划
    1945年乔治·尼尔森以Herman
    Miller做筹划总监时便管设计思想带进了家具概念设计中,设计师不在单干而是和同等居多的设计师从系统环境之角度来拘禁产品设计。在即时同样见识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做试验,他就说他的要就是“和那些事为毫无用处的种类之总人口齐声工作。这样会磕磕碰碰发生新想的火苗。”

    Eames Loung Chair

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

提高中之设计思想

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

筹执行在短短的20年时间跨度里,不仅再也定义了设计是什么,更是证实了它好据此来开啊。这个相对短但非常密集的等在全球范围外生了点滴种截然不同的计划方。
60年份的美国=设计是
60年代的美国,工业规划及产品设计取得的第一略步之进化是专业上从工程和是区分出。但她们并不曾活动得更远,工业设计尚是关键因可量化,可度量的题目及事件。设计工作室通常以高校实验室或工厂,不像现在的工作室以镇里生像咖啡厅一样的装修。
表示来像MIT的Fuller建立多学科的有用之才团队拓展创新。

60年份斯堪的纳维亚=协同计划
于同一期,Fuller不同的斯堪的纳维亚统筹,通过特邀大学与统筹讨论。这些设计师扮演促进者或指导者角色,每个人同大家及工友要居民一道企划他们想如果使的成品或劳动。开发了很多可观创新的品类,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等帮扶工人,工会,工作场所,政府部门应针对频频转变之条件。
这种工作方式一直适用于我们现领取的劳动计划,这种工作办法严重依赖设计师的边举行边筹划和导,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,社会调研等发生新想法或改进水土保持。高度与
和佚代,集体讨论。
暨20世纪80年间中叶,因为计算机的推广以及HCI(人机交互)的前行,斯堪的纳维亚的搭档计划终于迈出大西洋赶来美国,被普遍地喻为参与式设计。

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,工业规划的前人,第一个当代艺术设计师,是当代人的国手,包括无与伦比资深的现代主义建筑师
密斯·范德罗(坚持”少就凡基本上“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),这三人数犹当他的工作室为外干活了。他是第一单尝试综合工艺及技能构成的设计师。

Buckminister Fuller 的对统筹

1956年起以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的计成立于工程师、工业设计师、材料专家、化学专家的才女团队的底子及开展更新。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,经济专家及方针让平套。”

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。密斯是最终一暨校长。1930年以纳粹的下压力下关闭,学校的设计师们都搬为美国,二战后包豪斯的计划哲学(平衡艺术、科学、技术、批量生产)引领美国的筹划思想,随着这些人于美国诸处落脚,设计的思索运动吗以全美各地放。

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征之完全有别于其他设计艺术的Scandinavian设计活动,在北欧国家一直本着系到今。受语言的障碍使得这同动没有记录并传更普遍。60年份的Scandinavian协同计划以微机的人机交互与劳动计划达到出过多之提高。

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的前进

1920-1930里边跟包豪斯同产生震慑的美国工业及图纸设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是以美国诞生的),这些设计师将设计协作与咨询用在实践上,与包豪斯的教诲及一块影响着美国的图像和工业设计。

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

Harley Earl 美国篇员在设计汽车上运市场分策略,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

西蒙以1969出版的人造科学中,给规划一个新的分类及限。西蒙看所有的筹划应为视为人造品,是当的对立面。

“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.
把规划作为是投资在,是无是资产;设计策略是企业的为主;这半碰缺一不可才可能当今天及前景改成创新驱动之信用社。

维克多·帕帕奈克 为真实世界计划

1971年
帕帕奈克的《为真世界计划》给当时的规划行业投下了千篇一律粒很炸弹。帕帕奈克提出自己对此规划目的性的新见解,即设计应当为常见老百姓服务;设计不仅当也正规人劳动,同时还非得考虑呢残疾人服务;设计应当认真考虑地球之少资源使用问题,设计应当
为保安我们居住的地球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了一直影响,他首坏提出了计划伦理的传统,即设计为何?在“波普”设计活动的如出一辙切开喧嚣的风潮中,开始有人从规划理论的角度严肃提出“设计目的”问题。这对于当代统筹的五常、现代设计之目的性理论来说,是特别重要的一个起点。正因起夫起点,日后的计划性理论才起了一发刻骨铭心之前进。

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.

商的下线无是机器而是丁。今天,我们发现创新没有情感是没意思的。产品无抖是未曾可比性的,品牌未曾意思价值是未见面时有发生欲望想使的,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

首批聚焦为规划方法理论的研究者之一,与外的先辈们不同,他力主人的心得以及感触在统筹时的关键。第一糟糕将气象学引入到体验设计中。

1980-1990 第二替设计思想理论的出现

夫时人们管拥有惊人创意的设计师和常见的设计区分开来,把这些设计师在显微镜下研究,试着找来什么吃她们灵感大爆发。在Nigel
Gross和Donald
Schön等研究员调查研究这些设计师独立工作时,及组织协作时之设计过程。从社会对角度他们注意到不管是私家或者集体协作时设计创意无限要之凡设计师的盘算模式。这些规划过程的考察也新兴别工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研设计方式之前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》研讨设计师的思辨和决定方法跟另外专业不同的凡啊?这对构建统筹思想有着很怪的影响。

“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的城市规划的讲解及哲学家,他的绝大多数办事以反对60年份的宏图规范的技术性。他开之自省实践,对于规划过程的打响十分重大。他的办事不仅大大影响了计划,而且影响了团队上世界。

“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 服务计划及重重规划工具的面世

这时代,设计的限量第二赖扩大。在90年份初设计的范围从创立人工制品扩大至相互与劳务及。这种变更支持自Buchanan的《设计思想中之狰狞问题》一挥毫探讨了计划缓解复杂问题、模糊目标的潜力。
及2003年,欧洲处处的高等学校与卡内基梅隆在处处开始上课服务规划。服务规划的起,及复杂问题为有新的筹划方法工具提供了好条件,包括也不设计师和介入计划的工具。

Donald Norman, User-Centered Design

咀嚼是、人因为工等规划领域的名牌世界。在1988年出版的《日常的筹划》提出
“UCD”以用户为着力的计划性。
我们有的计划应当因“适合用记”这个简单的概念模型。他的看法的中坚是“我们日常生活中的大部文化且于条件上,而非是当脑力里”,以用户也着力的方好理解用户的要求及发现左,并采取行动解决。诺曼的UCD设计思想开辟了新的规划艺术视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院的主管,他经过将Rittel和Simon
的理论与
Ezio
Manzini的计划性执行相沟通,重新讨论了计划于化解Wicked
Problems中的角色,在1992发表之《Wicked Problems in Design
Thinking》中画了平漫漫规划思想到更新之路。在之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”,也许是因专业性的欠,所以其还产生连日各个学科的恐怕。

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的缔造者,是运用设计研究领域的先行者。今天众以人口耶基本的宏图及设计思想中行使的家伙,技术同方法还可以落她。她呢是协作规划工具箱的合伙人,对于规划研究感兴趣之人的话,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年经常出于三贱设计企业合并而成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦底Moggridge
Associates和以旧金山的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构建统筹思想的而,IDEO完成了三单店的合并,在未来底十年更上一层楼受到,从学界和计划执行吸引了平等批好有影响力的口进入。
同同时期的规划企业差,他们还要请了人类学,商业战略,教育或者健康等不等世界的师来指导和扩充他们计划团队以及流程。这个差不多学科团队的政策在开几年晚取了森底荣。
后来他们初步普及设计思想和为人口耶基本的计划性,在d.school推出了教育计划,撰写书本,并以世界的高等学校实践推广。

David & Tom Kelley

IDEO两独大家当及教育工作,Kelley兄弟都是畅销书的作者。
他们还擅长设计及合作社管理。他们合作的书写《创新自信力》,讲述创新创意的见,帮助个人与机构释放潜能,树立创新自信。
赶忙前之Tom
Kelley的《创新的道》里展示了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一直是设计思想与更新之积极向上倡导者 ,Design
thinking。他写作了累累针对性非设计师运用规划思想方面的文章,其中统筹变更整个,设计思想如何变革组织和激发创新。

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

产生心理学和建造学背景的IDEO 教母之称之Jane,
一直从为付出多IDEO以人数耶按之计划性工具。引用其当IDEO的进程“她出了移情观察与体会原型的技巧,现在被普遍用于产品、服务及条件,及系统、组织以及方针的创新及统筹及。”她底题《Thoughtless
Acts?》
展示了直观测与规划灵感中的涉及。她近年来著了《Design
Ethics》的短篇。

Bill Moggridge

英国赫赫有名产品设计师,工业规划教学,交互设计及IDEO创始人。他盖采纳人性工程设计理论,同时为是现产品设计主流理论的开发者。他筹划了第一宝贝壳式笔记本电脑,至今仍是笔记本的主流外型。他编之《关键设计报告》介绍了彼此设计的历史,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 设计思想在商贸领域站据了一个着重之职务

自打20年前计划思想开始让提及,经历了广大的迭代,最近才获得确认。
设计咨询公司连“IDEO”,
数码智能设计企业要“青蛙”,软件设计公司如“思特沃克”,服务规划企业只要“肯定牛”等还在02-08年内外开始调整协调之商业战略,现在早已变成企划行业的领先者。国内的店变更于晚至了2013年左右才起来调整,像Eico
Design。
如商业擅长的局如麦肯锡等,也在2014年从经收购计划企业开展战略性的革命。[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)
劳计划领域的迈入创建了协作规划以及介入计划之初工具和流程。多学科团队的合作计划这同样变迁打开了中间创新,使设计过程对每个人重透明与行之有效。除了当计划领域在商业领域啊起应用用计划思想和合作计划的履行。Fuad
Luke,Sanders 和Manzini就是这块的先遣。
往包容性迈进的变。随着智能手机的普及,微软提出使面向公众的宏图,带在空前的包容性去思和办事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke相同员自称为标准计划主持人、教育家、作家与活动家,目前正值上课后来之设计执行。他的型强调和社区以及个人,社会福得和代经济网的放,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来意。

Deborah Szebeko

Szebeko23年经常在英国建立了ThinkPublic社会设计单位,专门从事公共部门和非政府组织的计划以及创新。用合作规划要关注社会问题,他们曾收获了多起荣誉。

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,应该往包容性迈进转变。设计个性具有包容,通过辨认排他性,我们能开对那些以日常生活中及未受欢迎之宏图接触的用户建于与理心。

Inclusive Design at Microsoft

坐资源来以下:
[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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