店家半年会后各地都在道计划思想,各处都于奋斗。我们领导人还是很跟得达潮流的嘛。因在哈佛生意评论和福布斯的报导后“设计思想”在生意中被大面积关注同执行起来。前几年美国顶级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,很多雅企业和独角兽的开拓者或高层里还发生设计师在中间,像IBM和麦肯锡前段时间宣布了该尽高级职业中对设计师的选。从04年至2016年生跨50寒知名规划企业受买断,其中15,16年有26家。可见设计于经贸的偏重,及计划思想的火热。虽然大恼火,可能过多口当他如VR、大数额、共享自行车等正起来之。实际上,“设计思想”(实际为是计划)做呢同样栽艺术都走过了同样段子不差的升华历史了。何不停止一下,了解一下前身和近况也。做了桌面研究后就是花了点时间整理了该文,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度多了,被放上来之,纯粹是看哪样人耳熟能详,哪些人记录的详细些,不对的地方要指正,感谢伟大之互联网,感谢呢计划思想付诸实践的“先烈”们。

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

1960面前 包豪斯的计划性思想,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设计。 兼顾效率生产及美学为主的时日。

Design Thinking 概览

规划思想本质上是以用户为基本,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,最终影响创新与商策略的翻新过程。他的目的是拿消费者,设计师以及买卖人士组成至成品、服务或者买卖的宏图过程及。它是想像未来状态与拿活,服务与体会带顶市场达成的家伙。设计思想术语上来拘禁像是采取设计师的快与道解决问题,不管问题是怎样的。它不克取代专业设计师或措施及手艺设计,但其是启示创新之同种植方式。

规划思想的几只举足轻重条件:

1.基为现场调研深入理解消费者

2.以及用户以及复合型团队一同协作,寻找突破性创新、显著提升及增新价值及

3.通过视觉化,亲手体验与快速原型来增速学习,快速获得用户反映。目标是透过快速多次之败来博创新。

4.原型化,可以是概念草图,粗糙的物理模块,或故事角色板,或同一组场景故事等

5.相互进行买卖分析,是甚重要的少数。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业设计之前任,第一各当代艺术设计师,是当代人的高手,包括无与伦比出名的现代主义建筑师
密斯·范德罗(坚持”少就凡是多“的建哲学),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),这三总人口且以他的工作室为外干活了。他是第一独尝试综合工艺及技艺整合的设计师。

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

笔者的观是,
设计思想是相同栽助发现非显性的求或会,帮助创建新的化解方案的方式。设计管理偏重于治本和领导设计团队,过程与筹划产出物(产品、服务、沟通、环境暨互动)。设计负责人跟统筹策略更多考虑的凡计划性思想与设计管理之效率与出现物上。

包豪斯:全新设计策略的教导

1919年格罗皮乌斯以德国创包豪斯,是第一所用贝伦斯的想法应用到高等教学中。密斯是最终一顶校长。1930年当纳粹的下压力下关闭,学校的设计师们还搬为美国,二战后包豪斯的计划哲学(平衡术、科学、技术、批量生产)引领美国之规划思想,随着这些人在美国诸处落脚,设计之盘算运动吗于全美各地开。

筹思想在商贸、品牌,服务计划,客户体验上

创新驱动商业的歧异,设计使得创新。

可我们的题材已远超过了生意问题,像MIT和哈佛以缓解的问题就是系统层面的题材,像我们的食品供给体系,儿童肥胖,急救健康相当,作为一个设计师和计划思考者,有如此的机会错过化解这样的问题是何等的恺,通过祥和力所能及影响和转移社会问题。

规划协作与咨询在美国前行起步

1920-1930内跟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,与包豪斯的教诲同影响在美国的图像和工业设计。

  • 哈利·厄尔 Harley
    Earl
    ,首各在统筹汽车及行使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
    当匪改任何技术下,通过结合美学、材料、制造大大改变特别年代丑陋之家电产品,第一各项上上《时代》的设计师。他的筹划不同为包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他早已说了:“当商品以同一之价钱以及效应下竞争,设计虽是唯一的出入”。他成立及时太充分的筹划企业,接授设计委托,并以“洛威设计”的名义发表,“洛威设计”在充分年代是千篇一律种植理想设计的象征、销售保障的代名词,这同样作法在今吧能够见于一些计划企业。

    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核心设计
    在那1955年之上的《Designing for
    People》一致挥毫中阐述了坐人数呢按照之规划理念,以人口吧核心的统筹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等视觉系统的规划,将包豪斯倡导的现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上了家电概念设计中,设计师不在单干而是和同居多的设计师从网环境之角度来拘禁产品设计。在当下等同视角与政策下查里斯同雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多做试验,他曾经说他的愿意就是是“和那些事为毫无用处的色的人数一同工作。这样会碰撞产生新想的火花。”

    Eames Loung Chair

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

前进中之设计思想

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

统筹执行以短短的20年时间跨度里,不仅还定义了规划是呀,更是证实了其可以就此来开啊。这个相对短但非常密集的流在天下范围外生了点儿种截然不同的筹划方式。
60年份的美国=设计是
60年间的美国,工业设计与产品设计取得的第一稍步的前进是正统及自工程以及不错区分出。但他们连没活动得重新远,工业设计尚是重中之重基于可量化,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,不像今天之工作室以镇里出像咖啡厅一样的点缀。
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
每当平期,Fuller不同的斯堪的纳维亚计划,通过特邀大学与筹划讨论。这些设计师扮演促进者或指导者角色,每个人跟家到工人或居民并规划他们感念只要运用的产品或者服务。开发了众多莫大创新之路,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等帮助工人,工会,工作场地,政府部门应本着随地变化的环境。
这种工作方法直接适用于我们本领到的劳务统筹,这种工作章程严重依赖设计师的底限做边筹划和引,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年间中叶,因为计算机的普及以及HCI(人机交互)的上扬,斯堪的纳维亚的合作规划终于迈出大西洋至美国,被广泛地称之为参与式设计。

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,工业规划的先辈,第一各项当代艺术设计师,是一代人的一把手,包括无与伦比红的现代主义建筑师
密斯·范德罗(坚持”少就是是差不多“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 的是规划

1956年打于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的措施成立以工程师、工业设计师、材料专家、化学专家的材料团队的功底及拓展创新。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,经济专家及策略让一致身。”

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向美国,二战后包豪斯的计划性哲学(平衡艺术、科学、技术、批量生产)引领美国的筹划思想,随着这些人于美国诸处落脚,设计的考虑运动吗以全美各地放。

Scandinavian 协同计划

50年间为简单、少、功能性,具有包容性和民主性为特征之净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日。受语言的阻力使得这同样走没有记录并传到更广。60年份的Scandinavian协同计划在处理器的人机交互和服务规划上产生不少底升华。

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之前行

1920-1930期间及包豪斯同来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,与包豪斯的启蒙达一同影响在美国之图像及工业设计。

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

Harley Earl 美国首位在设计汽车及用市场细分策略,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

西蒙于1969出版的人工科学中,给规划一个初的归类和限。西蒙认为满门的统筹应吃视为人造品,是本来的对立面。

“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.
把规划作为是投资于,是无是资产;设计策略是店的主干;这简单接触缺一不可才可能当今天及前景改成创新驱动之局。

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,即设计应该为常见老百姓服务;设计不仅当也正规人劳动,同时还非得考虑为残疾人服务;设计应当认真考虑地球之鲜资源采取问题,设计应该
为维护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直影响,他首不行提出了统筹伦理的传统,即设计为何?在“波普”设计活动的平切片喧嚣的风潮中,开始有人打规划理论的角度严肃提出“设计目的”问题。这对于当代设计之伦理、现代规划的目的性理论来说,是充分关键的一个起点。正缘来夫起点,日后的宏图理论才起了更加刻骨铭心的迈入。

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从未有过意思的。产品未美是尚未可比性的,品牌未曾意义价值是匪会见时有发生欲望想如果的,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”的提出者

首批判聚焦于统筹方式理论的研究者之一,与他的前辈们不同,他主持人之感受与感在计划时的机要。第一赖用气象学引入到经验设计受到。

1980-1990 第二代设计思想理论的面世

以此时代人们将有莫大创意之设计师以及一般的统筹区分开来,把这些设计师在显微镜下研究,试着寻找有什么给他俩灵感大爆发。在Nigel
Gross和Donald
Schön等研究员调查研究这些设计师独立工作时,及集体协作时之规划过程。从社会对角度他们留意到无是私家还是集体协作时设计创意无限要紧之是设计师的合计模式。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在研讨规划方法之前是人机交互领域的研究员。在外的精本《Designerly
ways of
Knowing》切磋设计师的思辨以及决定方法和其他正规不同的是啊?这对构建统筹思想有着十分酷的震慑。

“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

Donald Schön
背景是MIT的城市规划的授课及哲学家,他的大多数行事于反对60年间的筹划专业的技术性。他出之自省实践,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,而且影响了集团上世界。

“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 服务统筹及重重企划工具的面世

本条时期,设计的限第二次等扩大。在90年间初设计的界定从创立人工制品扩大至互相与劳动达。这种变动支持自Buchanan的《设计思想中之凶悍问题》一书探讨了计划缓解复杂问题、模糊目标的潜力。
顶2003年,欧洲各处的高校与卡内基梅隆以各地开始上课服务计划。服务计划的勃兴,及复杂问题让闹新的设计方法工具提供了好条件,包括也未设计师和涉企设计的工具。

Donald Norman, User-Centered Design

咀嚼是、人因为工等规划领域的有名世界。在1988年出版的《日常的设计》提出
“UCD”以用户为主干的规划。
我们具有的统筹应该根据“适合用记”这个简单的概念模型。他的视角的主干是“我们日常生活中的绝大多数知识都于条件上,而休是当脑力里”,以用户为主干的章程好理解用户的需跟发现左,并采取行动解决。诺曼的UCD设计思想开辟了新的计划性方式视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之负责人,他经过将Rittel和Simon
的理论与
Ezio
Manzini的规划执行相互之间沟通,重新讨论了计划在解决Wicked
Problems中之角色,在1992载之《Wicked Problems in Design
Thinking》中画了一样漫长规划思想到履新之门径。在后来的关于计划思想的《Design
as a New Liberal
Art》中说设计开啊标准的能力是“整合”,也许是为专业性的短,所以她更起连续各个科目的可能。

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,是用设计研究领域的先驱者。今天众以人口啊基本的宏图及设计思想中采用的家伙,技术以及方还可以落她。她呢是协作企划工具箱的合伙人,对于规划研究感兴趣之人吧,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年时常由于三家设计企业合而成,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(两者都是由Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约于Buchanan构建统筹思想的还要,IDEO完成了三单商店的统一,在未来底十年提高遭遇,从学界和计划执行吸引了平等批好有影响力的口进入。
与同时期的规划企业差,他们以邀请了人类学,商业战略,教育或健康等不等领域的师来指导与壮大他们设计团队以及流程。这个多学科团队的政策在起几年晚取了不少的光彩。
事后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,并以大地之高等学校实践推广。

David & Tom Kelley

IDEO两独大家当跟教化工作,Kelley兄弟都是畅销书的撰稿人。
他们还擅长设计到公司管理。他们合作之开《创新自信力》,讲述创新创意之观,帮助个人和机关释放潜能,树立创新自信。
赶忙前的Tom
Kelley的《创新之措施》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。他编著了众多对准不设计师采用计划思想方面的稿子,其中设计变更总体,设计思想如何变革组织同激励创新。

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

发生心理学和建筑学背景的IDEO 教母之称的Jane,
一直从事为开发多IDEO以食指吗按照的筹划工具。引用其于IDEO的长河“她付出了移情观察和经验原型的技能,现在受大用于产品、服务与环境,及系统、组织及政策的翻新与规划上。”她的修《Thoughtless
Acts?》
展示了一直观察和计划灵感中的关联。她最近作文了《Design
Ethics》的短篇。

Bill Moggridge

英国老牌产品设计师,工业设计教学,交互设计与IDEO创始人。他以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。他设计了第一令贝壳式笔记本电脑,至今以是笔记本的主流外型。他作之《关键设计报告》介绍了互相设计之史,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要之职

于20年前计划思想开始为提及,经历了森的迭代,最近才得肯定。
设计咨询公司连“IDEO”,
数码智能设计企业如果“青蛙”,软件设计公司如果“思特沃克”,服务规划企业如“肯定牛”等还当02-08年光景开始调整协调之商战略,现在早就成企划行业的领先者。国内的小卖部变更于晚至了2013年左右才起调整,像Eico
Design。
比方买卖擅长的合作社像麦肯锡等,也于2014年自经过收购计划企业展开战略之变革。[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)
服务统筹领域的进化创造了合作计划和参与筹划的新工具及流程。多学科团队的协作计划这同变动打开了内部创新,使设计过程对每个人重复透明和实惠。除了在筹划领域以生意领域为开利用用计划思想以及搭档企划之执行。Fuad
Luke,Sanders 和Manzini就是这块的先行者。
向阳包容性迈进的转移。随着智能手机的推广,微软提出只要面向大众的宏图,带在前所未有的包容性去思想与工作[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke一如既往员自称为规范规划主持人、教育家、作家和活动家,目前着授课后来的宏图执行。他的项目强调和社区和私,社会福得和替代经济体系之开,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夏时于英国成立了ThinkPublic社会设计机构,专门从事公共部门和非政府组织的计划和更新。用合作计划重点关注社会问题,他们就得到了差不多宗殊荣。

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,随着智能设备的通常,科技产品应该关心群众,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,我们能够起针对那些当日常生活中以及不深受欢迎的宏图接触的用户建立由和理心。

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

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