小聊设计思想的上进

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

供销社半年会后四处都在讲计划思想,各处都在加油。我们领导人仍然很跟得上时髦的呗。因在斯坦福生意评论福布斯的报道后“设计思想”在生意中被大面积关注和执行起来。前一年美利坚联邦合众国头号商大学已将设计思想(design
thinking)纳入课程体系,印度孟买理工高校创设D.School等。在约翰(John)Maeda《科技中的设计》年报告,很多大公司和独角兽的祖师爷或高层里都有设计师在里边,像IBM和麦肯锡前段时间宣布了其最高级职业中对设计师的授命。从04年到2016年有跨越50家显赫规划公司被收购,其中15,16年有26家。可见设计在经贸的赏识,及计划思想的炎热。尽管很火,可能过几人以为他像VR、大数额、共享自行车等刚刚兴起的。实际上,“设计思想”(实际也是设计)做为一种方法已经渡过了一段不短的迈入历史了。何不停一下,了然一下前身和近况呢。做完桌面研商后就花了点时间整治了该文,把从工业时代到前几天影响设计思想的人物做个小介绍,因涉及内容其实是太多了,被放上来的,纯粹是看怎么人耳熟能详,哪些人记录的事无巨细些,不对的地方请指正,感谢伟大的互联网,感谢为设计思想付诸实践的“先烈”们。

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

1960前 包豪斯(House)的统筹思想,人文与铺张,国际现代主义和Ford文化

经验工业革命,大萧条和二战后的工业规划。 兼顾效率生产和美学为主的一时。

Design Thinking 概览

设计思想本质上是以用户为主导,强调考察,协作,快捷学习,视觉化点子,快捷概念原型,兼商业分析,最后影响革新和生意策略的换代过程。他的目的是把顾客,设计师和买卖职员组成到成品、服务或买卖的计划性过程上。它是想像以后气象和把产品,服务和经验带到市场上的工具。设计思想术语上来看像是应用设计师的机敏和办法解决问题,不管问题是怎么着的。它不可能替代专业设计师或情势和手艺设计,但它是诱发革新的一种方法。

统筹思想的多少个第一条件:

1.基于现场调研深切了然消费者

2.与用户和复合型团队联手协作,寻找突破性革新、显然升级和扩充新价值上

3.透过视觉化,亲手体验和便捷原型来加快学习,飞快得到用户举报。目标是通过急速多次的挫折来博取改进。

4.原型化,可以是概念草图,粗糙的大体模块,或故事角色板,或一组场景故事等

5.互相举办买卖分析,是很关键的某些。

彼得·贝伦斯(Peter Behrens)

彼得(彼得(Peter))·贝伦斯,德意志联邦共和国建筑师,工业规划的前驱,第一位当代方法设计师,是当代人的好手,包括最出名的现代主义建筑师
密斯·范德罗(始终不渝”少即是多“的建筑历史学),勒·柯布西耶(功用主义之父),瓦尔特·格罗皮乌斯(包豪斯(House)开创者),这六个人都在她的工作室为她工作过。他是首先个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

笔者的看法是,
设计思想是一种援救发现非显性的需要或机会,协助成立新的缓解方案的不二法门。设计管理偏重在管制和管理者设计团队,过程和筹划产出物(产品、服务、交流、环境和相互)。设计负责人和规划策略更多考虑的是规划思想和统筹管理的频率及出现物上。

包House:全新设计策略的教育

1919年格罗皮乌斯在德意志创立包House,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一届校长。1930年在纳粹的压力下关闭,高校的设计师们都迁往美利哥,二战后包豪斯的统筹艺术学(平衡艺术、科学、技术、批量生产)引领米利坚的设计思想,随着这么些人在美利哥各处落脚,设计的构思运动也在全美各地开花。

统筹思想在经贸、品牌,服务计划,客户体验上

履新驱动商业的出入,设计使得改进。

只是大家的题目已远远超过了生意问题,像MIT和麦迪逊希伯来在缓解的问题已是系统层面的题材,像我们的食物供给序列,小孩子肥胖,急救健康等,作为一个设计师和规划思考者,有这样的机会去化解这样的题材是多么的欢欣,通过投机能影响和改变社会问题。

统筹协作与咨询在美利坚合众国发展启动

1920-1930以内和包House一样有震慑的美利坚同盟国工业和图表设计师,像 Harley Earl,
Henry Dreyfuss, 沃尔特 Dorwin Teague, and DonaldDesky(都是在米国诞生的),那些设计师把设计协作与咨询用在实践上,与包House的教诲同步影响着美利坚同盟国的图像和工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,第一位在计划汽车上应用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
    在不更改任何技术下,通过结合美学、材料、创设大大改观分外年代丑陋的家电产品,第一位登上《时代》的设计师。他的计划不同于包豪斯(House)的“情势追随效用”(Form
    Follows
    Function),较偏向市场主义的“模式追随市场”,他曾说过:“当商品在同等的价钱和听从下竞争,设计就是唯一的距离”。他树立及时最大的设计公司,接授设计委托,并以“洛威设计”的名义发表,“洛威设计”在那一个年代是一种卓绝设计的象征、销售保障的代名词,这一作法在前日也能见于一些设计公司。

    洛威的“阿汎提”设计草图,1963年

  • 亨利(Henley)·德雷福斯 Henry
    Dreyfuss
    ,把人因因素做为产品的中心设计
    在其1955年的发表的《Designing for
    People》
    一书中解说了以人为本的宏图意见,以人为基本的宏图最早实践者和开拓者。

    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等视觉系统的宏图,将包House倡导的现代艺术及设计思想和美学标准,应用到商贸服务统筹中。

    IBM

ABC

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

  • 乔治·尼尔森查里斯(Rhys)夫妇,为家庭和办公系统规划
    1945年George·尼尔森在Herman
    Miller做设计主任时就把规划思想带进了家具概念设计中,设计师不在单干而是与一群的设计师从系统环境的角度来看产品设计。在这一眼光和政策下查Rhys和雷·埃蒙斯设计了Eames
    Loung
    Chair。查尔斯(Charles)通常鼓励工作人员多做试验,他曾说她的想望就是“和这个从事于毫无用处的类型的人一块工作。这样会撞击出新思考的灯火。”

    Eames Loung Chair

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

发展中的设计思想

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

计划执行在短短的20年时间跨度里,不仅再也定义了规划是何许,更是印证了它可以用来做哪些。那么些相对短但很是密集的等级在全世界范围内出生了二种截然不同的筹划艺术。
60年代的美利坚合众国=设计科学
60年份的美国,工业设计和产品设计取得的首先小步的提升是专业上从工程和正确区分出来。但她们并不曾走得更远,工业规划如故根本基于可量化,可度量的题材与事件。设计工作室经常在大学实验室或工厂,不像现在的工作室在城镇里有像咖啡厅一样的装裱。
代表有像MIT的Fuller建立多学科的英才团队举行更新。

60年间斯堪的纳维亚=协同计划
在同等期,Fuller不同的斯堪的纳维亚企划,通过特邀高校参估摸划研究。这个设计师扮演促进者或指点者角色,每个人和大家到工友或居民一起规划他们想要使用的成品或劳动。开发了重重可观改进的花色,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等救助工人,工会,工作场地,政坛部门应对频频转变的条件。
这种工作方法平素适用于大家今日提的劳动规划,这种工作章程严重倚重设计师的边做边设计和引导,使用工具像”Mock-up
envisionment(模拟设想)”,将来圈,社团游戏,合作原型,人种学领域研究,社会调研等发出新想法或立异水土保持。低度参与和佚代,集体研讨。
到20世纪80年间中叶,因为电脑的推广与HCI(人机交互)的开拓进取,斯堪的纳维亚的搭档计划终于迈出大西洋赶来美利哥,被周边地誉为参预式设计。

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(彼得(Peter))·贝伦斯,德意志建筑师,工业设计的先辈,首位当代艺术设计师,是一代人的一把手,包括最出名的现代主义建筑师
密斯·范德罗(坚持不渝”少即是多“的建筑教育学),勒·柯布西耶(效率主义之父),瓦尔特·格罗皮乌斯(包豪斯(House)开创者),这三个人都在他的工作室为她工作过。他是第一个尝试综合工艺和技艺结合的设计师。

Buckminister Fuller 的正确统筹

1956年起在MIT 创意工程实验室讲师CADS(Comprehensive Anticipatory Design
Science)。他的实验室应用科学方法暴发设计。Fuller的不二法门创立在工程师、工业设计师、材料专家、化学专家的英才团队的根基上进展改进。代表随笔有:Geodesic
Domestic, the Dymaxion car, Triton city, the “Fly’s Eye” Dome等。

the Dymaxion car

“设计师是概括了戏剧家,发明家,机械师,经济专家和策略于一身。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的指引

1919年格罗皮乌斯在德成立包House,是第一所将贝伦斯的想法应用到高等教学中。密斯是最后一届校长。1930年在纳粹的下压力下关闭,高校的设计师们都迁往美利哥,世界二战后包豪斯(House)的规划医学(平衡艺术、科学、技术、批量生产)引领美利坚联邦合众国的设计思想,随着这么些人在美利哥各处落脚,设计的思索运动也在全美各地开花。

Scandinavian 协同计划

50年份以简练、少、功用性,具有兼容性和民主性为特征的一心有别于其他设计艺术的Scandinavian设计活动,在北欧国家一直沿系到前几天。受语言的绊脚石使得这一活动没有记录并传到更广。60年间的Scandinavian协同计划在统计机的人机交互和劳务统筹上有许多的上进。

Chairs at the Danish Design Center, Denmark

CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,设计协作与咨询在美利坚合众国的发展

1920-1930以内和包House一样有震慑的美利坚同盟国工业和图片设计师,像 Harley Earl,
Henry Dreyfuss, 沃尔特 Dorwin Teague, and 唐纳德(Donald)Desky(都是在米利坚落地的),这多少个设计师把设计协作与咨询用在实践上,与包豪斯(House)的教诲上一块影响着美利坚合众国的图像和工业设计。

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

Harley Earl 美国首位在计划汽车上选择市场细分策略,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(西蒙(Simon))在1969问世的人工科学中,给规划一个新的分类和界限。西蒙(Simon)认为满门的筹划应被视为人造品,是当然的周旋面。

“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 总监 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,是不是基金;设计策略是信用社的中心;这两点缺一不可才可能在前天及将来成为改进驱动的店堂。

维克托(维克多(Victor))·帕帕奈克 为真实世界计划

1971年
帕帕奈克的《为实在世界计划》给当下的设计行业投下了一颗大炸弹。帕帕奈克指出自己对于规划目标性的新观点,即设计应当为大面积百姓服务;设计不仅应该为常人服务,同时还非得考虑为残疾人服务;设计应该认真考虑地球的星星资源使用问题,设计应当
为掩护大家居住的地球的有限资
源服务。维克托(Victor)·帕帕奈克对藏蓝色设计思潮发生了直接影响,他第一次提出了规划伦理的历史观,即设计为什么?在“波普(Pope)(蒲柏(Pope))”设计活动的一片喧嚣的风潮中,最先有人从规划理论的角度庄严提议“设计指标”问题。这对于当代设计的伦理、现代企划的目标性理论来说,是十分关键的一个起源。正因为有其一起源,日后的计划理论才面世了进一步尖锐的前行。

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.

买卖的下线不是机器而是人。今日,我们发现改进没有心境是从未有过趣味的。产品不美是尚未可比性的,品牌未曾意思价值是不会有欲望想要的,而商业没有伦理是不行持续的。

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”的倡导者

首批聚焦于规划方法理论的钻探者之一,与他的前辈们不同,他力主人的感受和感触在计划时的最重要。第一次将气象学引入到经验设计中。

1980-1990 第二代设计思想理论的产出

这么些时代人们把所有莫大创意的设计师与一般的规划区分开来,把这个设计师放在显微镜下研商,试着找出哪些让她们灵感大发生。在Nigel
Gross和DonaldSchön等探究员调查探究这一个设计师独立工作时,及团体合作时的计划性过程。从社会科学角度他们留意到不管是个人或者集体协作时设计创意最要紧的是设计师的合计形式。这么些计划过程的调研为新兴任何事情举办创立性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨规划方法以前是人机交互领域的研商员。在她的精本《Designerly
ways of
Knowing》
钻探设计师的思维和表决办法与此外专业不同的是哪些?这对于构建统筹思想有着很大的震慑。

“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

唐纳德(Donald) Schön
背景是MIT的城市规划的上书和翻译家,他的大部干活在反对60年份的宏图专业的技术性。他支付的反思实践,对于规划过程的成功非常首要。他的劳作不仅大大影响了规划,而且影响了社团学习园地。

“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 服务统筹和广大统筹工具的出现

其一时代,设计的限量第二次增添。在90年份初设计的限定从创设人工制品扩张到相互和劳动上。这种变更帮助来自Buchanan的《设计思想中的邪恶问题》一书研商了规划缓解复杂问题、模糊目的的潜力。
到2003年,南美洲无处的大学和Carnegie梅隆在街头巷尾起先上课服务统筹。服务计划的兴起,及复杂问题给爆发新的计划艺术工具提供了好条件,包括为非设计师和参与计划的工具。

Donald Norman, User-Centered Design

认知科学、人因工程等统筹领域的显赫世界。在1988年问世的《常常的计划》提出
“UCD”以用户为基本的计划性。
大家具有的计划性应该依照“适合用记”这些大概的概念模型。他的理念的着力是“我们平时生活中的大部分学问都在条件上,而不是在头脑里”,以用户为核心的艺术有利于明白用户的急需和发现错误,并采用行动解决。诺曼(Norman)的UCD设计思想开辟了新的宏图情势视角。

理查德(Richard) Buchanan,整合设计

Buchanan 原Carmelo设计高校的首长,他通过将Rittel和Simon
的理论

Ezio
Manzini的统筹执行
相互换,重新商量了计划在化解Wicked
Problems中的角色,在1992发表的《Wicked Problems in Design
Thinking》
中画了一条规划思想到履新的路径。在后头的有关计划思想的《Design
as a New Liberal
Art》中说设计做为专业的能力是“整合”,也许是因为专业性的紧缺,所以它更有连接各学科的也许。

Design has no subject matter — that’s what make this a powerful
discipline. We MAKE our subject matter.

莉兹 桑德s 工具先导者

Sanders,实验情感学和人类学的PhD. ,Make
Tools
的创作者,是使用设计讨论领域的先驱。前天众多以人为主干的规划和统筹思想中动用的工具,技术和艺术都得以归入她。她也是搭档企划工具箱的合作者,对于规划探讨感兴趣的人来说,这么些是一个实用的指针。

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年时由三家设计集团联合而成,分别是大卫(David) 血手幽灵ey
Design(伊利诺伊香槟分校助教 大卫 Kelley 创立),Based在London的Moggridge
Associates和在墨尔本的ID-Two(两者都是由比尔(Bill) Moggridge成立), 及 Matrix
Product Design(由麦克 Nuttall
成立)。大约在Buchanan构建统筹思想的还要,IDEO完成了几个铺面的合并,在将来的十年发展中,从学界和筹划执行吸引了一批至极有影响力的人进入。
与同时期的规划公司不同,他们还要邀请了人类学,商业战略,教育或正规等不同领域的学者来指点和壮大他们设计团队和流程。这一个多学科团队的国策在始发几年后拿走了许多的殊荣。
其后他俩伊始普及设计思想和以人为骨干的设计,在d.school推出了教育计划,撰写书本,并在全球的大学实践推广。

David & Tom Kelley

IDEO多个我们当和教育工作,Kelley兄弟都是畅销书的撰稿人。
他们都擅长设计到公司管理。他们合作的书《立异自信力》,讲述立异创意的眼光,帮忙个人和部门释放潜能,树立立异自信。
不久前的TomKelley的《改进的点子》里显示了IDEO立异思维。

“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)的总经理和工业设计师,
布朗平昔是规划思想和换代的积极性倡导者 ,Design
thinking
。他创作了许多对非设计师拔取计划思想方面的稿子,其中设计变更整个,设计思想如何变革社团和鼓舞革新。

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

有心工学和建造学背景的IDEO 教母之称的Jane,
一向从事于付出许多IDEO以人为本的规划工具。引用其在IDEO的进程“她付出了移情观望和体会原型的技巧,现在被周边用于产品、服务和条件,及系统、组织和策略的更新与计划上。”她的书《Thoughtless
Acts?》

显示了直白观看与计划灵感之间的涉及。她如今作文了《Design
Ethics》
的短篇。

Bill Moggridge

英帝国资深产品设计师,工业设计教学,交互设计和IDEO创办者。他以采纳人性工程设计理论,同时也是现在产品设计主流理论的开发者。他筹划了第一台贝壳式台式机电脑,至今仍是台式机的主流外型。他撰写的《关键设计报告》介绍了互相设计的野史,从Douglas
Engelbart
Will
Wright

Larry
Page

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最紧要的职位

从20年前设计思想开端被提及,经历了广大的迭代,如今才得到肯定。
设计咨询集团包括“IDEO”,
数码智能设计公司如“青蛙”,软件设计公司如“思特沃克”,服务统筹公司如“肯定牛”等都在02-08年左右开端调整协调的经贸战略,现在已经改为企划行业的抢先者。国内的铺面转变较晚到了二〇一三年左右才起来调整,像Eico
Design。
而商业擅长的集团像麦肯锡等,也在2014年起经过收购计划集团开展战略的革命。[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)
服务规划领域的进化创制了通力合作企划和参与统筹的新工具和流程。多学科团队的协作规划这一变通打开了里面改进,使设计过程对各样人更透明和行之有效。除了在规划领域在买卖领域也开首采用用计划思想和搭档企划的举办。Fuad
卢克(Luke),Sanders 和Manzini就是这块的先行者。
向兼容性迈进的浮动。随着智能手机的推广,微软提议要面向公众的宏图,带着空前的兼容性去思辨和工作[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke一位自称为专业计划主持人、思想家、作家和活动家,近日正值上课后来的设计执行。他的类型强调与社区和村办,社会福得和替代经济类别的盛开,合作,共同企划。他的书《Design
Activism》
《The
Eco-Design
Handbook》
研商设计在可持续发展中的功用。

Deborah Szebeko

Szebeko23岁时在United Kingdom建立了ThinkPublic社会设计单位,专门从事公共部门和非政党社团的筹划与更新。用合作企划重点关注社会问题,他们早就取得了多项荣誉。

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微软首席设计首席执行官,随着智能装备的见惯司空,科技产品应该关心群众,应该向兼容性迈进转变。设计个性具有包容,通过辨认排他性,我们可以最先对那个在平常生活中与不受欢迎的宏图接触的用户建立起同理心。

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] David(戴维(David))·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