Design thinking
Contents |
Abstract
Design thinking is understood as an approach to implement creativity into problem-solving areas and develop new ideas. To address problems, a combination of creative techniques and the consideration of business factors such as the inclusion of stakeholders and the conversion capability of the idea into the company are used. [1]
1969, Herbert A. Simon first brought up the idea of design as a way of thinking in his book with the title ‘Sciences of the Artificial’. 1990 the process of design thinking was developed by the design school of Stanford and the design and innovation company IDEO was established to communicate it to the market. [2]
The approach consists of 5-coordinated phases where the focus is on the customer and its benefit, well-being and needs. In doing so, it is important to involve them already at an early stage to identify their real problems and continuously draw the conclusion to them.[3]
The basis is built by an interdisciplinary team with members out of different fields, departments and hierarchical levels which differs in their experience, background, and point of views. One main method of design thinking is the use of abductive thinking which means that the problem needs to be recognized with observations. Instead of the common way to build up a solution for the problem, it is more about first identifying the problems which disrupt the customer's well-being and as a next step to search for possible solutions. Team members are asked to challenge themselves with thinking outside the box. [4]
The purpose of this article is to focus on the basic concepts of the design thinking process as well as its opportunities and threats. Furthermore, it will indicate how Design Thinking can have an impact on the success of project management and how to implement it successfully into the project management of a company.
The design thinking process
The process developed by IDECO is the 5-step model of Design thinking. It is based on the primary process of Herbert Simon of 1969 with 7 steps.[2]
Empathize
The focus in this phase lies on getting a deep understanding of the problem and the people that will be addressed through a real-world observation. It is the basis of a human-centred process. Observing, analyzing people’s behaviour and engaging with them directly are essential to build empathy for particular users and to gain insights of its experiences. The goal is to identify the users to conceive for and to come across new ideas and fields of action the designer didn’t have on the scope before which these customers really need. It might be challenging for designers to look over the process from an untouched perspective which is fundamental to find new innovations. [3]
Define
The outcome is the formulation of the problem statement as a challenge for the innovation based on the discoveries of the previous phase combined with the observer's point of view as a unique design vision. This step is really important because it defines a specific customer need which the solution needs to satisfy. A beneficial point of view needs to give the project a design frame, a guideline for the innovation effort and captures people which are involved in the project.[3]
Ideate
At this stage, ideas need to be created within brainstorming sessions. The intention is to find as many ideas as possible with a varied range: any idea which first seems to be absurd needs to be reflected. There are also several other methods which can be used to generate ideas. The crucial criterion is that the collection and the evaluation of ideas need to be separated from each other. The widening of mindset can be enhanced by working with an interdisciplinary team of workers that have lots of ideas in mind and that are willing to build upon an other's idea. This increases the innovation potential of the collection of the solution.[3]
Prototype
Creating prototypes/ solution approaches derived from the ideate phase The aim of this phase is to bring the ideas into a physical form to emphasize the idea and to have the chance to interact with the created solution. IDECO recommends, for instance, a wall of post-it notes, a role-play, an object, or also a storyboard as potential prototypes.
Testing
Design Thinking within Project Managment
Key Factors for successful implementation
Advantages
Limitations and Challenges
Forecast
References
- ↑ Johansson-Sköldberg, U.; Woodilla, J.; Çetinkaya, M.(2013): Design Thinking: Past, Present and Possible Futures.
- ↑ 2.0 2.1 Design Thinking: Get a Quick Overview of the History website of International Design Foundation. Last access on 5.Feb
- ↑ 3.0 3.1 3.2 3.3 Plattner, H.bootcamp bootlegInstitute of Design at Stanford
- ↑ Vianna, M.; Vianna, Y.; Adler, I.K.; Lucena, B.; Russo, B.(2012)Design Thinking - Business Innovation
- ↑ http://taniacruz.com/save-time-with-design-thinking/
