lovebet爱博小聊设计思想的腾飞。Design Thinking 概览。

设计思维,设计师和商业人士整合到产品、服务或商业的设计过程上

店半年会后四处都以叙计划思想,各处都在斗争。我们领导人还是坏跟得达潮流的呗。因当哈佛商贸评论和福布斯的通讯后“设计思想”在生意中给广泛关注与实践起来。前几年美国顶级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《科技中之宏图》年报告,很多坏公司同独角兽的老祖宗或高层里都生设计师在里头,像IBM和麦肯锡前段时间宣布了其极高级职业被针对设计师的任。从04年到2016年发生逾50寒有名规划企业给收购,其中15,16年起26下。可见设计在商贸的看重,及规划思想的火热。虽然十分火,可能多人觉得他像VR、大数据、共享自行车等正兴起的。实际上,“设计思想”(实际也是计划性)做吗同一种植艺术已走过了平等段子非缺的升华历史了。何不停止一下,了解一下前身和近况也。做了桌面研究后虽花了接触时整治了该文,把从工业时代到如今影响设计思想的人物做只稍介绍,因涉嫌内容实在是太多矣,被放大上来的,纯粹是圈咋样人耳熟能详,哪些人记录的详实些,不对的地方要指正,感谢伟大之互联网,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底时代。

Design Thinking 概览

规划思想本质上是以用户为主导,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,最终影响创新与商贸策略的创新过程。他的目的是拿消费者,设计师和小买卖人士组成至成品、服务或买卖的计划过程及。它是思念像未来状态与拿活,服务同体会带顶市场达成的工具。设计思想术语上来拘禁像是用设计师的快与章程解决问题,不管问题是怎样的。它不能够代表专业设计师或措施与手艺设计,但其是启示创新的同一种植方式。

计划思想的几乎单重要条件:

1.基深受现场调研深入了解消费者

2.和用户与复合型团队共同协作,寻找突破性创新、显著升级与增新价值达

3.经视觉化,亲手体验和飞跃原型来加快学习,快速获得用户举报。目标是通过快速多次底破产来得到创新。

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.互进行经贸分析,是生要紧的一点。

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,是一代人的大王,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),这三人数犹以外的工作室为外干活过。他是第一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

笔者的见识是,
设计思想是一模一样栽助发现非显性的求或会,帮助创建新的化解方案的办法。设计管理偏重于管理及管理者设计团队,过程及计划产出物(产品、服务、沟通、环境以及交互)。设计负责人与规划策略更多考虑的是规划思想与设计管理的频率及出现物上。

包豪斯:全新设计策略的教育

1919年格罗皮乌斯于德国创立包豪斯,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一交校长。1930年以纳粹的下压力下关闭,学校的设计师们都搬向美国,二战后包豪斯的规划哲学(平衡艺术、科学、技术、批量生产)引领美国的设计思想,随着这些人于美国各国处落脚,设计的琢磨运动也当全美各地放。

计划思想在商业、品牌,服务统筹,客户体验及

更新使得商业的区别,设计让创新。

不过我们的题目早就远远超了买卖问题,像MIT和哈佛在解决之题目曾是系层面的问题,像我们的食供给体系,儿童肥胖,急救健康相当,作为一个设计师和设计思考者,有诸如此类的机会错过化解这样的题材是何等的欣,通过协调力所能及影响以及改社会问题。

筹协作与咨询在美国前行起步

1920-1930中和包豪斯同产生震慑之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,与包豪斯的育合影响在美国的图像和工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,首个在统筹汽车上以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
    当匪改任何技术下,通过结合美学、材料、制造大大改观十分年代丑陋之家电产品,第一各项上上《时代》的设计师。他的计划不同让包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他都说过:“当商品以同之价格同作用下竞争,设计虽是唯一的差距”。他起及时不过酷的计划企业,接授设计委托,并盖“洛威设计”的名义上,“洛威设计”在生年代是同一种美设计之代表、销售保障的代名词,这同一作法在今日啊能见于一些设计企业。

    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着力设计
    以其1955年底上的《Designing for
    People》同一修被阐述了坐人口也按之计划性理念,以人吗中心的计划极端早实践者和开拓者。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别与国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的计划性,将包豪斯倡导的当代法与规划思想与美学标准,应用及商业服务统筹着。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为家庭和办公系统规划
    1945年乔治·尼尔森在Herman
    Miller做筹划总监时便管规划思想带进了家电概念设计中,设计师不以单干而是和同多的设计师从网环境之角度来拘禁产品设计。在这同一看法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,他已说他的巴不畏是“和那些从事为毫无用处之路之人一道坐班。这样见面撞击发生新构思的灯火。”

    Eames Loung Chair

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

腾飞中的计划思想

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

设计执行在短短的20年时间跨度里,不仅再也定义了设计是啊,更是印证了它可据此来做呀。这个相对短但非常密集的品在全世界范围外生了区区栽截然不同的统筹方法。
60年代的美国=设计是
60年间的美国,工业规划及产品设计取得的首先不怎么步之上扬是正统上起工程和科学区分出。但她们并从未走得重复远,工业规划还是要因可量化,可度量的题目与事件。设计工作室通常在高等学校实验室或工厂,不像现在之工作室在村镇里发像咖啡厅一样的装裱。
表示有像MIT的Fuller建立多学科的英才团队拓展创新。

60年代斯堪的纳维亚=协同计划
以一如既往期,Fuller不同的斯堪的纳维亚企划,通过特邀大学与设计讨论。这些设计师扮演促进者或指导者角色,每个人与学者到工人要居民一起企划他们想只要使用的制品或者劳动。开发了众多冲天创新之路,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等救助工人,工会,工作场所,政府部门应本着连变化的环境。
这种工作章程直接适用于我们本提的劳动计划,这种工作措施严重依赖设计师的无尽做边设计以及带,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,社会调研等有新想法或改善水土保持。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)的上进,斯堪的纳维亚的协作计划终于迈出大西洋过来美国,被大地称参与式设计。

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,第一员当代艺术设计师,是一代人的大王,包括无与伦比闻名的现代主义建筑师
密斯·范德罗(坚持”少就是凡是基本上“的建造哲学),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),这三人还于外的工作室为外工作过。他是率先独尝试综合工艺及技艺整合的设计师。

Buckminister Fuller 的不易筹划

1956年自从以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的方法成立在工程师、工业设计师、材料专家、化学专家的英才团队的基本功及展开更新。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年格罗皮乌斯在道义创建包豪斯,是率先所拿贝伦斯的想法应用及高等教学中。密斯是最后一顶校长。1930年于纳粹的下压力下关闭,学校的设计师们都搬于美国,二战后包豪斯的计划哲学(平衡艺术、科学、技术、批量生产)引领美国底规划思想,随着这些人口以美国诸处落脚,设计的合计运动吧在全美各地放。

Scandinavian 协同计划

50年份盖简要、少、功能性,具有包容性和民主性为特点的毕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日。受语言的阻碍使得这同一倒没有记录并传到更常见。60年代的Scandinavian协同计划于计算机的人机交互和服务统筹及发出广大底前进。

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腾飞

1920-1930里面及包豪斯同有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(都是于美国出生之),这些设计师将规划协作和咨询用在实践上,与包豪斯的启蒙达共同影响在美国之图像及工业规划。

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

Harley Earl 美国首员在统筹汽车上运市场细分策略,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,给规划一个初的归类以及止。西蒙看满门的筹划应让视为人造品,是当之对立面。

“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.
把设计作为是投资在,是不是资本;设计策略是店铺之主导;这有限点缺一不可才可能于今日跟未来变为创新使得的合作社。

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》给这底计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新看法,即设计应也周边百姓服务;设计不仅应该吗正常人劳,同时还须考虑啊残疾人服务;设计应认真考虑地球之一定量资源以问题,设计应当
为保安我们居住之球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直白影响,他首次于提出了设计伦理的观念,即设计为何?在“波普”设计活动的均等片喧嚣的浪潮中,开始有人打计划性理论的角度严肃提出“设计目的”问题。这对当代规划之天伦、现代规划的目的性理论来说,是很关键之一个起点。正缘来其一起点,日后的计划性理论才面世了进一步入木三分之进步。

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没有意思的。产品未抖是未曾可比性的,品牌未曾意思价值是匪会见有欲望想使的,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

首批聚焦为统筹方式理论的研究者之一,与他的长辈们不同,他主持人的体会及感触在统筹时之重大。第一潮以气象学引入到经验设计被。

1980-1990 第二代设计思想理论的产出

斯时期人们将具备莫大创意之设计师和日常的宏图区分开来,把这些设计师在显微镜下研究,试着摸有什么为她们灵感大爆发。在Nigel
Gross和Donald
Schön等研究员调查研究这些设计师独立工作经常,及组织协作时之计划过程。从社会对角度他们留意到无是私房还是集体协作时设计创意无限要害的凡设计师的琢磨模式。这些计划过程的考察也后来其它工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨设计方式之前是人机交互领域的研究员。在外的精本《Designerly
ways of
Knowing》研究设计师的考虑以及决定方法和另正规不同之是啊?这对于构建统筹思想有着特别老之影响。

“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的城市规划的讲授以及哲学家,他的大部分做事以反对60年份的统筹规范的技术性。他出之反思实践,对于规划过程的打响十分主要。他的劳作不仅大大影响了设计,而且影响了团学习世界。

“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 服务计划以及众多统筹工具的出现

夫时期,设计之限第二软扩大。在90年份初设计之限制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《设计思想中的邪恶问题》一修探讨了统筹缓解复杂问题、模糊目标的潜力。
交2003年,欧洲各地的高等学校与卡内基梅隆于所在开始上课服务统筹。服务计划之起,及复杂问题为有新的统筹方工具提供了好环境,包括也不设计师和参与筹划的家伙。

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”以用户为主干的规划。
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“我们日常生活中之大部分文化且在条件上,而未是当脑力里”,以用户也骨干的法子好理解用户之急需跟意识左,并采取行动解决。诺曼的UCD设计思想开辟了初的规划方法视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之主任,他通过以Rittel和Simon
的理论与
Ezio
Manzini的计划执行相沟通,重新讨论了计划于化解Wicked
Problems中之角色,在1992载的《Wicked Problems in Design
Thinking》中画了千篇一律久设计思想到履新的路线。在后来的有关计划思想的《Design
as a New Liberal
Art》中说设计开啊标准的力量是“整合”,也许是为专业性的短,所以它们还起连续各个学科的恐怕。

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,是采取设计研究世界的先驱。今天无数为食指吧主干的统筹和规划思想中以的工具,技术及办法都可归入她。她吗是合作计划工具箱的合作方,对于规划研究感兴趣之总人口的话,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年隔三差五出于三下设计企业联合而变成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦的Moggridge
Associates和在旧金山之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完成了三独店的集合,在未来底十年提高被,从学界以及筹划执行吸引了同样批判好有影响力的总人口入。
暨同时期的设计企业差,他们以请了人类学,商业战略,教育要正规等不同领域的专家来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开始几年后取了众多底荣幸。
而后她们开始推广设计思想与以人啊基本的宏图,在d.school推出了教育计划,撰写书本,并当海内外的高校实践推广。

David & Tom Kelley

IDEO两只大家当跟育工作,Kelley兄弟都是畅销书的作者。
他们都擅长设计及商家管理。他们合作之开《创新自信力》,讲述创新创意的见地,帮助个人以及部门释放潜能,树立创新自信。
尽快前的Tom
Kelley的《创新之方》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一直是设计思想与创新的积极向上倡导者 ,Design
thinking。他作了成千上万对准莫设计师采用计划思想方面的稿子,其中计划变更总体,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

产生心理学和建学背景的IDEO 教母之称的Jane,
一直从为开发多IDEO以人数呢按照之规划工具。引用其当IDEO的长河“她开了移情观察和体验原型的技巧,现在叫大面积用于产品、服务及条件,及系统、组织和策略的翻新与规划及。”她的书写《Thoughtless
Acts?》
展示了直白观测与规划灵感中的干。她近年来作文了《Design
Ethics》的短篇。

Bill Moggridge

英国有名产品设计师,工业规划教学,交互设计与IDEO创始人。他坐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。他计划了第一华贝壳式笔记本电脑,至今仍是笔记本的主流外型。他写作的《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生死攸关之职

由20年前设计思想开始为提及,经历了无数底迭代,最近才取肯定。
设计咨询公司包括“IDEO”,
数码智能设计企业如果“青蛙”,软件设计公司如果“思特沃克”,服务计划企业要“肯定牛”等都以02-08年内外开始调整协调之经贸战略,现在曾改为企划行业的领先者。国内的局转变较晚到了2013年左右才起调整,像Eico
Design。
假若商业擅长的铺面如麦肯锡等,也当2014年自经收购计划企业进行战略的变革。[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)
服务计划领域的进步创造了协作企划和涉企设计之初工具和流程。多学科团队的搭档企划这无异于变动打开了里创新,使设计过程对每个人重透明与有效。除了在规划领域在买卖领域啊起采用用计划思想和协作规划之实施。Fuad
Luke,Sanders 和Manzini就是这块的开路先锋。
望包容性迈进的变化。随着智能手机的推广,微软提出使面向公众的计划,带在前所未有的包容性去想想和工作[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke无异于各项自称为标准规划主持人、教育家、作家与活动家,目前正值上课后来的统筹执行。他的路强调和社区及村办,社会福得和代经济系统的怒放,合作,共同企划。他的开《Design
Activism》和《The
Eco-Design
Handbook》议论设计于可持续发展中之用意。

Deborah Szebeko

Szebeko23年时于英国树立了ThinkPublic社会设计部门,专门从事公共部门和非政府组织的统筹及更新。用合作计划重点关注社会问题,他们都收获了多项荣誉。

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,随着智能装备的一般,科技产品应该关注群众,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,我们能开对那些以日常生活中及匪让欢迎之计划性接触的用户建立从及理心。

Inclusive Design at Microsoft

以资源来源以下:
[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