小聊设计思想的提高。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

合作社半年会后四处都于谈计划思想,各处都当奋发。我们领导人还是可怜跟得上潮流的呗。因在哈佛商贸评论和福布斯的报导后“设计思想”在生意中被大面积关注与推行起来。前几年美国一等商学院就拿统筹思想(design
thinking)纳入课程体系,斯坦福大学起D.School等。在John
Maeda《科技中之设计》年报告,很多颇商店同独角兽的创始人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个极尖端职业被针对设计师的任命。从04年至2016年起越50下知名规划企业给收购,其中15,16年来26小。可见设计在商业的重视,及规划思想的酷热。虽然大火,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”(实际也是规划)做吗同一种植艺术就走过了平等段子非差的腾飞历史了。何不停歇一下,了解一下前身和近况也。做得了桌面研究后哪怕花了碰时间整理了该文,把打工业时代到今天影响设计思想的人士做个小介绍,因事关内容其实是极多了,被放上来之,纯粹是看怎么人耳熟能详,哪些人记录的详细些,不对的地方要指正,感谢伟大之互联网,感谢吧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 包豪斯之计划性思想,人文与铺张,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规划。 兼顾效率生产以及美学为主的时日。

Design Thinking 概览

设计思想本质上是为用户也主导,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,最终影响创新与经贸策略的创新过程。他的目的是拿消费者,设计师以及商人士构成到产品、服务或买卖的规划过程及。它是纪念像未来状态和拿活,服务同体会带及市场达成的家伙。设计思想术语上来拘禁像是应用设计师的精灵与艺术解决问题,不管问题是哪的。它不能够替代专业设计师或艺术与手艺设计,但它们是诱发创新之一律种植方法。

计划思想的几只主要条件:

1.基于现场调研深入了解消费者

2.跟用户与复合型团队一同协作,寻找突破性创新、显著提升及加新价值上

3.透过视觉化,亲手体验与高速原型来加速学习,快速取得用户反馈。目标是经过快捷多次的失败来获得更新。

4.原型化,可以是概念草图,粗糙的情理模块,或故事角色板,或同等组场景故事等

5.交互进行商业分析,是颇重点的某些。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业设计的前驱,第一员当代艺术设计师,是当代人的高手,包括无与伦比资深的现代主义建筑师
密斯·范德罗(坚持”少就凡是大抵“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,
设计思想是同样栽助发现非显性的求或会,帮助创建新的化解方案的措施。设计管理偏重于管制暨首长设计团队,过程及筹划产出物(产品、服务、沟通、环境以及相互)。设计负责人与规划策略更多考虑的凡规划思想与设计管理之效率以及出现物上。

包豪斯:全新设计策略的教导

1919年格罗皮乌斯于德国开创包豪斯,是第一所用贝伦斯的想法应用至高等教学中。密斯是最终一交校长。1930年于纳粹的压力下关闭,学校的设计师们还搬于美国,二战后包豪斯的统筹哲学(平衡术、科学、技术、批量生产)引领美国之设计思想,随着这些口当美国各国处落脚,设计之思维运动吗在全美各地开。

计划思想在生意、品牌,服务计划,客户体验及

履新使得商业的反差,设计让创新。

但是咱的问题就远超了商业问题,像MIT和哈佛于化解的题目都是网层面的问题,像我们的食物供给体系,儿童肥胖,急救健康等,作为一个设计师和规划思考者,有这么的时错过化解这样的题目是何等的愉快,通过自己力所能及影响以及更改社会问题。

计划协作与咨询在美国提高起步

1920-1930里以及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,与包豪斯的傅同影响在美国底图像以及工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,首各类在统筹汽车上采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
    每当未改任何技术下,通过整合美学、材料、制造大大改观十分年代丑陋的家电产品,第一各项上上《时代》的设计师。他的筹划不同让包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他已经说过:“当商品以同样的价及功能下竞争,设计虽是绝无仅有的差别”。他建立及时最好充分之筹划企业,接授设计委托,并为“洛威设计”的名义上,“洛威设计”在深年代是一律栽良好设计之表示、销售保障的代名词,这同作法在今天呢克见于一些设计企业。

    洛威的“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把食指坐因素做吗产品的中心设计
    以那1955年底上的《Designing for
    People》无异于书写被阐述了坐人数吧仍之统筹理念,以人口乎骨干的设计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等视觉系统的统筹,将包豪斯倡导之当代法与设计思想及美学标准,应用到商贸服务计划着。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为人家与办公室系统规划
    1945年乔治·尼尔森于Herman
    Miller做设计总监时虽拿规划思想带进了家具概念设计中,设计师不以单干而是与同一居多的设计师从网环境之角度来拘禁产品设计。在就无异视角和策略下查里斯同雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多举行试验,他早已说他的希望不畏是“和那些从为毫无用处之类型之人头齐坐班。这样见面磕磕碰碰出新构思之火舌。”

    Eames Loung Chair

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

进化中的计划性思想

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

筹执行以短短的20年时间跨度里,不仅再次定义了统筹是什么,更是印证了它们好就此来做呀。这个相对短但非常密集的路于世界限量外出生了点儿种了不同之统筹方式。
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首先不怎么步的上扬是正式及自工程以及科学区分出。但他们连不曾活动得重复远,工业设计还是重大基于可量化,可度量的问题以及事件。设计工作室通常在高等学校实验室或工厂,不像今天之工作室在镇子里出像咖啡厅一样的点缀。
代表有像MIT的Fuller建立多学科的才子团队进行更新。

60年间斯堪的纳维亚=协同计划
以一如既往期,Fuller不同的斯堪的纳维亚设计,通过邀请大学与设计讨论。这些设计师扮演促进者或指导者角色,每个人与学者到工友要居民一起规划他们感念如果动用的制品或者服务。开发了森冲天创新的品种,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等援助工人,工会,工作场合,政府部门应本着持续转变的环境。
这种工作章程直接适用于我们现领到的劳动计划,这种工作法严重依赖设计师的限度举行边设计与指引,使用工具如”Mock-up
envisionment(模拟设想)”,未来缠,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进水土保持。高度与
和佚代,集体讨论。
至20世纪80年份中,因为计算机的推广和HCI(人机交互)的前进,斯堪的纳维亚之合作规划终于迈出大西洋临美国,被广大地誉为参与式设计。

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,第一各当代艺术设计师,是一代人的能手,包括无与伦比出名的现代主义建筑师
密斯·范德罗(坚持”少就是是大抵“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),这三丁还在外的工作室为外干活过。他是首先独尝试综合工艺与技艺整合的设计师。

Buckminister Fuller 的没错筹划

1956年起于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发生设计。Fuller的方法成立在工程师、工业设计师、材料专家、化学专家的才女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

“设计师是概括了艺术家,发明家,机械师,经济专家及策略让平套。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的教导

1919年格罗皮乌斯于德创建包豪斯,是第一所用贝伦斯的想法应用至高等教学中。密斯是最终一届校长。1930年在纳粹的压力下关闭,学校的设计师们还搬于美国,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,随着这些口当美国各国处落脚,设计之思运动吧在全美各地放。

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法的Scandinavian设计活动,在北欧国家一直本着系到今天。受语言的阻力使得这等同平移没有记录并传更广泛。60年间的Scandinavian协同计划以电脑的人机交互和劳动计划达到发生那么些之提高。

Chairs at the Danish Design Center, Denmark

CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,设计协作和咨询在美国的前进

1920-1930里边和包豪斯同发生震慑之美国工业与图片设计师,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与咨询用在实践上,与包豪斯的教育达合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 美国篇各在计划汽车上动市场分策略,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问世的人工科学中,给规划一个新的归类以及止。西蒙看所有的计划应被视为人造品,是自然之对立面。

“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.
把设计作为是投资于,是免是成本;设计策略是店的核心;这点儿触及缺一不可才可能于今天同前景变为创新使得的商店。

维克多·帕帕奈克 也实际世界计划

1971年
帕帕奈克的《为真实世界计划》给当时之计划行业投下了同样发很炸弹。帕帕奈克提出自己对此规划目的性的新看法,即设计应也广大人民服务;设计不仅应该为常规人劳,同时还必须考虑吧残疾人服务;设计应当认真考虑地球的点滴资源采取问题,设计应该
为保障我们住之地之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了一直影响,他首赖提出了规划伦理的传统,即设计为何?在“波普”设计活动的一模一样片喧嚣的大潮中,开始有人从统筹理论的角度严肃提出“设计目的”问题。这对当代设计之伦理、现代计划的目的性理论来说,是深主要的一个起点。正为有夫起点,日后的宏图理论才起了越来越刻骨铭心之升华。

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.

商的下线无是机械要是口。今天,我们发现创新没有感情是没意思的。产品未美是未曾可比性的,品牌未曾意思价值是匪会见生出欲望想使的,而商业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

首批聚焦于规划方法理论的研究者之一,与外的前辈们不同,他力主人之心得以及感受在统筹时的要紧。第一次用气象学引入到经验设计中。

1980-1990 第二替设计思想理论的出现

本条时人们把具备高度创意的设计师和常见的筹划区分开来,把这些设计师在显微镜下研究,试着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,及团体协作时之筹划过程。从社会对角度他们注意到无是个体要国有协作时设计创意无限重点之是设计师的思考模式。这些计划过程的调研也后来其他事情进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨规划艺术之前是人机交互领域的研究员。在外的精本《Designerly
ways of
Knowing》研讨设计师的思与裁定方式与另外专业不同的凡啊?这对构建统筹思想有着好挺之熏陶。

“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的城市规划的讲课及哲学家,他的大部分做事于反对60年间的计划性专业的技术性。他出的自省实践,对于规划过程的成功十分重大。他的干活不仅大大影响了计划,而且影响了团伙上世界。

“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 服务统筹及不少企划工具的面世

这个时期,设计的限第二次于扩大。在90年间初设计的克从创造人工制品扩大至互相与服务上。这种变动支持自Buchanan的《设计思想中之凶恶问题》一写探讨了规划缓解复杂问题、模糊目标的潜力。
交2003年,欧洲各地之高等学校及卡内基梅隆在处处开始教服务规划。服务规划之兴起,及复杂问题为有新的设计方工具提供了好环境,包括为不设计师以及介入计划之工具。

Donald Norman, User-Centered Design

认知是、人以工程等设计领域的老牌世界。在1988年出版的《日常的宏图》提出
“UCD”以用户为骨干的设计。
我们富有的宏图应该根据“适合用记”这个大概的概念模型。他的见识的骨干是“我们日常生活中之大部分知识且以环境达到,而无是于脑里”,以用户也骨干的道好理解用户之需求和意识左,并采取行动解决。诺曼的UCD设计思想开辟了初的计划方视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之企业主,他通过以Rittel和Simon
的理论与
Ezio
Manzini的设计执行互动挂钩,重新讨论了设计在解决Wicked
Problems中的角色,在1992登载的《Wicked Problems in Design
Thinking》中画了平久设计思想到创新的路子。在之后的关于计划思想的《Design
as a New Liberal
Art》中说设计开啊专业的力量是“整合”,也许是坐专业性的缺失,所以它重产生连接各个学科的恐怕。

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的创作者,是下设计研究领域的前人。今天多因人口呢主导的规划及设计思想被行使的家伙,技术同措施还可以落她。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年常常由三下设计企业集合而成为,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦之Moggridge
Associates和当旧金山底ID-Two(两者都是出于Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约在Buchanan构建统筹思想的以,IDEO完成了三独局的集合,在未来之十年发展被,从学界和规划执行吸引了一如既往批好有影响力的食指入。
同同时期的筹划企业差,他们又邀请了人类学,商业战略,教育要正常等不同领域的大方来点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晚拿走了多底桂冠。
其后他俩开推广设计思想以及坐食指啊基本的宏图,在d.school推出了教导计划,撰写书本,并当海内外的高校实践推广。

David & Tom Kelley

IDEO两单大家当与教化工作,Kelley兄弟都是畅销书的作者。
他们都擅长设计及企业管理。他们合作的书《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。
快前之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一直是计划思想和换代之主动倡导者 ,Design
thinking。他编写了成千上万对准无设计师运用规划思想方面的篇章,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

出心理学和建造学背景的IDEO 教母之称的Jane,
一直从事为开发多IDEO以食指呢遵循的规划工具。引用其于IDEO的过程“她付出了移情观察和体验原型的技巧,现在于大规模用于产品、服务及环境,及系统、组织以及策略的翻新与统筹及。”她的书《Thoughtless
Acts?》
展示了直观察和计划灵感中的涉嫌。她最近著了《Design
Ethics》的短篇。

Bill Moggridge

英国红产品设计师,工业设计教学,交互设计及IDEO创始人。他坐采纳人性工程设计理论,同时也是本产品设计主流理论的开发者。他计划了第一贵贝壳式笔记本电脑,至今以是笔记本的主流外型。他编之《关键设计报告》介绍了交互设计之史,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 设计思想在买卖领域站据了一个着重的岗位

打20年前设计思想开始吃提及,经历了好多底迭代,最近才获认同。
设计咨询公司连“IDEO”,
数码智能设计企业如果“青蛙”,软件设计公司只要“思特沃克”,服务统筹企业要“肯定牛”等还以02-08年前后起调整好的买卖战略,现在已经化为企划行业之领先者。国内的店堂转变较晚到了2013年左右才开调整,像Eico
Design。
使商擅长的营业所如麦肯锡等,也当2014年打通过收购计划企业拓展战略的革命。[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)
劳务统筹领域的向上创建了合作计划与与统筹之新工具与流程。多学科团队的通力合作企划这无异于变通打开了其中创新,使设计过程对每个人更透明和实惠。除了以统筹领域以经贸领域也初步使用用计划思想与协作企划之推行。Fuad
Luke,Sanders 和Manzini就是这块的开路先锋。
向阳包容性迈进的变化。随着智能手机的推广,微软提出要面向大众的筹划,带在空前的包容性去思想与行事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke同等各类自称为规范企划主持人、教育家、作家和活动家,目前着授课后来的计划执行。他的类别强调和社区及私,社会福得和代经济体系之开,合作,共同企划。他的书《Design
Activism》和《The
Eco-Design
Handbook》议论设计在可持续发展中的意向。

Deborah Szebeko

Szebeko23载时以英国白手起家了ThinkPublic社会设计机构,专门从事公共部门和非政府组织的统筹以及创新。用合作规划要关注社会问题,他们曾获得了多件荣誉。

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,我们能开对那些当日常生活中及未受欢迎的规划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