As Tim Brown recognises in this book, design thinking is not new. But he has done all of us a great service by coining (with his IDEO colleagues) the term "design thinking" and setting out very clearly in this book what it means. He points out that almost any problem can benefit from design thinking, which essentially involves (1) taking a flexible approach to problem solving, (2) combining convergent and divergent thinking and (3) prototyping solutions.

Change by Design: How Design Thinking Transforms - Goodreads

ex: little girls brainstorming vs boys -- focused listening, serial conversation = true collab vs fighting for own idea airtime! Experience Blueprint: framework for working out details of a human interaction. Also captures how people travel through experience in time, and describes emotive elements. Goal: identify most meaningful points & turn them into opportunities! Connects the customer experience with the business opportunity study the "customer journey" (as opposed to assuming how people will behave or change behavior) from beginning of service experience to end. Ex: most of train travel experience does not involve train at all! Each step before/during/after is a chance to create positive interaction! The book adds little value to a seasoned designer, but it is useful for someone getting started in the discipline to organize their thoughts and carve out a path for them to follow. However, creating something that's both meaningful and impactful doesn't happen overnight. It's a journey. And Brown offers a blueprint to help us map the course. The Design Thinking Processstarts with humans: more than ergonomics - have to understand culture & context. Ex: low-cost hearing aids for India on PDA, fitted by non-technicians (start with culture & people vs tech). Cross subsidizing those who can pay for those who can't. This book introduces the idea of design thinking‚ the collaborative process by which the designer′s sensibilities and methods are employed to match people′s needs not only with what is technically feasible and a viable business strategy. In short‚ design thinking converts need into demand. It′s a human−centered approach to problem solving that helps people and organizations become more innovative and more creative. Brown explains how the 20th century saw the arrival of an industry that was designed to sell things. However, how we sell and advertise these things have changed. We’ve seen a move from simply being passive “consumers,” to being participants in the things we care about. Our author quotes Paul Saffo, who describes the 19th century as the industrial economy, the 20th century as the consumer economy, and the 21st century being a creator economy. We’ve seen a seismic shift in advertising and design, where instead of encouraging people to consume, the emphasis is on creating meaningful, participative experiences that build value.

Change By Design | IDEO

For this reason, innovative solutions need to be designed with human beings at the center of the story. What could make someone's life easier or more fruitful? What truly meets the needs and desires of customers, stakeholders, or employees? These questions should be the starting point for any project. Insight: observe actual experiences of real people improvising their way through daily life - hunt for "thoughtless acts" (actual behaviors and emergent behaviors)

My expectations may have been set too high due to recommendation I've got but the honest truth is that if you're aware of modern practices in software development, you won't find anything new here. Even if this book is filled with plenty of real-life cases, I just couldn't help myself missing the 'substance'. What makes design thinkers unique is their integrative approach to projects. They bridge the gap between business, technology, and people. Design thinking teaches us to match human needs with available technical resources and act within the practical constraints of the business. It is helping people to articulate the latent needs they may not even know they have, and this is the challenge of design thinkers. How should we approach it? What tools do we have that can lead us from modest incremental changes to the leaps of insight that will redraw the map? In this chapter I’d like to focus upon three mutually reinforcing elements of any successful design program. I’ll call them insight, observation, and empathy. top leaders "embrace the mess" and allow complexity to exist during search for solutions, because complexity is most reliable source of creative of opportunities Western: take inputs, analyze, converge upon single answer. Group think converges toward single outcome. Practical way to decide between existing alternatives. NOT good at probing future and creating new possibilities - more like a funnel. Eliminate options & make choices. William Faulkner: "process of good writing is killing off your little darlings"

Change by Design: How Design Thinking Transforms

Change by Design, Revised and Updated: How Design Thinking Transforms Organizations and Inspires Innovation txt Change by Design, Revised and Updated: How Design Thinking Transforms Organizations and Inspires Innovation doc base premises on observations, not assumptions! The a-ha moment may not be where you think it is (ex: "the exhale moment" of finally getting into your hotel room) If you could solve one problem right now, what would it be? Maybe you can use design thinking to solve this problem, right now? Second, and related to the above, felt like too much "intellectualizing" about the value of design thinking. Got it in the introduction and first chapter or two...no need to keep lecturing. Show us more specific examples.

First, a successful experience requires active consumer participation. Second, a customer experience that feels authentic, genuine, and compelling is likely to be delivered by employees operating within an experience culture themselves. Third, every touchpoint must be executed with thoughtfulness and precision—experiences should be designed and engineered with the same attention to detail as a German car or a Swiss watch. Flash forward to the early days of 2019, when I have been tasked with leading a design-thinking workshop for university administrators who need, in effect, a whole lot of quarter-inch holes and are finding that their quarter-inch drill bits no longer work. A colleague recommended that I start with Tim Brown's Change by Design. I'm glad I did, and there are some good insights in the book. But I still don't have a better way to explain the whole concept of design thinking that is better than the quarter-inch hole analogy.

Change by Design, Revised and Updated - Booktopia Change by Design, Revised and Updated - Booktopia

senior leadership should have "gardening skill": tend, prune, harvest ideas. Top-down vs bottom-up (ex: WholeFoods using each store's small teams to experiment with new ways to serve employees better) -- NOT employee suggestion box!! Observation is about watching what people don't do, or listening to what they don't say. Brown says good design thinkers are great at observing. They observe the ordinary. As in the case of the Olay brand, watching people's real-life behavior is crucial because it provides meaningful insight into pressing needs. companies have to yield authority over market and engage in 2 way conversation with users: shifting to 1) product-as-service, 2) discrete products and services to complex systems, 3) industrial age and mindless consumption is no longer sustainableShare the inspiration internally: collaboration with tangible output vs more meetings - focus on productivity, creativity and fun how to prototype an evolving organization? Not just "re-org" - constant change, and story has to be repeated many times before people understand how it applies to them & behavior change needed Environmentalism entered the cultural mainstream with the publication of Rachel Carson’s Silent Spring in 1962, but it would take another forty years—after two oil crises and a broad scientific consensus—for a general awareness of the crisis to sink in. A major stimulus was the release of Al Gore’s documentary, An Inconvenient Truth, in 2006, In his provocative book Nonzero, the journalist Robert Wright makes the case that consciousness, language, and society have developed an intimate relationship with technologies of storytelling throughout the forty-thousand-year history of human society.