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小聊设计思想的向上。Design Thinking 概览。

九月 27th, 2018  |  综合体育

公司半年会后各地都当说计划思想,各处都在斗争。我们领导人还是可怜跟得上潮流的呗。因以哈佛商业评论和福布斯的简报后“设计思想”在经贸中被周边关注和实施起来。前几乎年美国甲级商学院就将规划思想(design
thinking)纳入课程体系,斯坦福大学起D.School等。在John
Maeda《科技中的统筹》年报告,很多不行庄和独角兽的祖师爷或高层里都来设计师在内部,像IBM和麦肯锡前段时间宣布了那尽尖端职业中对设计师的任命。从04年交2016年来超过50贱著名规划企业叫买断,其中15,16年起26下。可见设计在商贸的注重,及企划思想的炎热。虽然非常生气,可能过多人觉得他像VR、大数量、共享自行车等正兴起之。实际上,“设计思想”(实际为是计划)做啊同样种艺术就走过了扳平段子未缺的升华历史了。何不停歇一下,了解一下前身和近况也。做得了桌面研究后即使花费了接触时整治了该文,把于工业时代到本影响设计思想的人做个小介绍,因涉嫌内容其实是极致多矣,被放大上来之,纯粹是圈哪样人熟悉,哪些人记录之事无巨细些,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前 包豪斯的计划性思想,人文和挥霍,国际现代主义和大众文化

经验工业革命,大萧条和二战后底工业设计。 兼顾效率生产和美学为主底一世。

Design Thinking 概览

设计思想本质上是因用户也主导,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,最终影响创新及经贸策略的换代过程。他的目的是将消费者,设计师以及商人士组成至成品、服务要买卖的设计过程及。它是怀念像未来状态及管产品,服务以及感受带至市场达成的家伙。设计思想术语上来拘禁像是下设计师的精灵和道解决问题,不管问题是安的。它不克替代专业设计师或方法和手艺设计,但她是启发创新的一样栽艺术。

规划思想的几乎单第一条件:

1.基给现场调研深入理解消费者

2.跟用户和复合型团队一同协作,寻找突破性创新、显著升级以及搭新价值达到

3.经视觉化,亲手体验以及飞跃原型来加快学习,快速取得用户反馈。目标是通过快速多次的破产来取创新。

4.原型化,可以是概念草图,粗糙的物理模块,或故事角色板,或同组场景故事等

5.并行进行经贸分析,是深重要之少数。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业规划之前人,第一各当代艺术设计师,是当代人的棋手,包括无与伦比出名的现代主义建筑师
密斯·范德罗(坚持”少就是大半“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),这三总人口都于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

作者的看法是,
设计思想是如出一辙种助发现非显性的急需要会,帮助创建新的化解方案的不二法门。设计管理偏重于管理和主任设计团队,过程及设计产出物(产品、服务、沟通、环境及互动)。设计负责人同筹划策略更多着想的是规划思想和设计管理的频率和出现物上。

包豪斯:全新设计策略的教导

1919年格罗皮乌斯以德国创立包豪斯,是首先所拿贝伦斯的想法应用及高等教学中。密斯是最后一到校长。1930年在纳粹的下压力下关闭,学校的设计师们还搬为美国,二战后包豪斯的宏图哲学(平衡艺术、科学、技术、批量生产)引领美国之筹划思想,随着这些人口在美国列处落脚,设计之想想运动也当全美各地放。

规划思想在生意、品牌,服务统筹,客户体验上

创新驱动商业的差别,设计使得创新。

然而我们的题目都远远超了生意问题,像MIT和哈佛在化解的题目早已是网层面的题材,像我们的食品供给体系,儿童肥胖,急救健康相当,作为一个设计师以及设计思考者,有这般的机错过化解这样的题材是多么的赏心悦目,通过投机会影响及改动社会问题。

计划协作和咨询在美国向上启动

1920-1930中跟包豪斯同产生震慑的美国工业及图纸设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是在美国出生之),这些设计师将规划协作与咨询用在实践上,与包豪斯的傅并影响着美国底图像和工业规划。

  • 哈利·厄尔 Harley
    Earl
    ,首号在筹划汽车及使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
    当匪改动任何技术下,通过整合美学、材料、制造大大改变特别年代丑陋之家电产品,第一各类上上《时代》的设计师。他的计划不同于包豪斯的“形式从功能”(Form
    Follows
    Function),较偏于市场主义的“形式从市场”,他早就说过:“当商品以一如既往的价格与力量下竞争,设计虽是唯一的区别”。他起及时太老的设计企业,接授设计委托,并因“洛威设计”的名义上,“洛威设计”在好年代是平等栽名特新优精设计之表示、销售保障的代名词,这同样作法在今吧能够见于一些统筹企业。

    洛威之“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把人口因为因素做呢活之着力设计
    以该1955年的登之《Designing for
    People》同等挥毫中阐释了因为人呢遵循之规划理念,以人数乎核心的设计极端早实践者和创始人。

    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等视觉系统的宏图,将包豪斯倡导之现代艺术和设计思想以及美学原则,应用及商业服务计划被。

    IBM

ABC

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

  • 乔治·尼尔森和查里斯夫妇,为家中以及办公室系统规划
    1945年乔治·尼尔森于Herman
    Miller做筹划总监时虽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等森的设计师从系统环境之角度来拘禁产品设计。在及时同看法及策略下查里斯及雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多举行试验,他就说他的愿意不畏是“和那些从事为毫无用处之门类的口齐工作。这样会碰撞出新想的火花。”

    Eames Loung Chair

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

进步中的筹划思想

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

设计执行在短短的20年时间跨度里,不仅再也定义了计划是呀,更是证实了她好为此来开啊。这个相对短但非常密集的流在天下范围外生了个别栽截然不同之规划方式。
60年间的美国=设计科学
60年代的美国,工业规划及产品设计取得的第一粗步之迈入是专业及自工程与不利区分出。但他俩并没有挪动得又远,工业规划尚是生死攸关依据可量化,可度量的题材和事件。设计工作室通常在高校实验室或工厂,不像今天之工作室在村镇里生像咖啡厅一样的装饰。
代表来像MIT的Fuller建立多学科的奇才团队开展翻新。

60年份斯堪的纳维亚=协同计划
每当平等期,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,每个人以及学者到工人要居民共同规划他们顾念如果动用的成品或劳务。开发了不少可观创新之花色,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等救助工人,工会,工作场所,政府部门应针对连变更之条件。
这种工作法一直适用于我们现在领到的劳务统筹,这种工作方法严重依赖设计师的边举行边筹划和导,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,社会考察等发出新想法要改善现有。高度与
和佚代,集体讨论。
至20世纪80年间中,因为计算机的推广和HCI(人机交互)的向上,斯堪的纳维亚之搭档企划终于迈出大西洋到美国,被广大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,工业规划的前人,第一个当代艺术设计师,是一代人的棋手,包括无与伦比红的现代主义建筑师
密斯·范德罗(坚持”少就是差不多“的打哲学),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),这三人且以外的工作室为他工作了。他是第一独尝试综合工艺与技艺整合的设计师。

Buckminister Fuller 的不利规划

1956年由于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有设计。Fuller的法子成立于工程师、工业设计师、材料专家、化学专家的有用之才团队的底子及进行创新。代表作品有:Geodesic
Domestic, the Dymaxion car, Triton city, the “Fly’s Eye” Dome等。

the Dymaxion car

“设计师是概括了艺术家,发明家,机械师,经济专家及方针让一致套。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的育

1919年格罗皮乌斯在德创建包豪斯,是率先所将贝伦斯的想法应用到高等教学中。密斯是最终一至校长。1930年当纳粹的压力下关闭,学校的设计师们还搬于美国,二战后包豪斯的计划性哲学(平衡艺术、科学、技术、批量生产)引领美国的规划思想,随着这些人当美国每处落脚,设计之思维运动吗在全美各地放。

Scandinavian 协同计划

50年份为简练、少、功能性,具有包容性和民主性为特色的一心有别于其他设计方的Scandinavian设计活动,在北欧国家一直本着系到今。受语言的阻力使得这同样走没有记录并传到更常见。60年代的Scandinavian协同计划于计算机的人机交互与劳务计划达到发生好多的前进。

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腾飞

1920-1930里面同包豪斯同产生震慑的美国工业及图纸设计师,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与咨询用在实践上,与包豪斯的教诲及合影响着美国之图像及工业规划。

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

Harley Earl 美国首各项在计划汽车及应用市场分策略,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出版的人为科学中,给规划一个新的归类以及止。西蒙认为全的计划应让视为人造品,是当的对立面。

“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.
把规划作为是投资以,是无是资本;设计策略是店铺之主导;这点儿触及缺一不可才可能于今日跟未来成为创新使得之局。

维克多·帕帕奈克 为真实世界计划

1971年
帕帕奈克的《为实际世界计划》给就之宏图行业投下了相同颗很炸弹。帕帕奈克提出自己对规划目的性的新观点,即设计应该为大老百姓服务;设计不仅当也正规人劳动,同时还非得考虑为残疾人服务;设计应认真考虑地球之点滴资源使问题,设计应
为掩护我们居住的地球之有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直接影响,他首次于提出了规划伦理的价值观,即设计为何?在“波普”设计活动的一律切开喧嚣的大潮中,开始有人打统筹理论的角度严肃提出“设计目的”问题。这对于当代计划之天伦、现代规划的目的性理论来说,是那个关键的一个起点。正以发这起点,日后的规划理论才起了一发深切的开拓进取。

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.

经贸的下线无是机而是人口。今天,我们发现创新没有情感是绝非意思的。产品无美是没有可比性的,品牌未曾意思价值是无见面时有发生欲望想要之,而商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”的发起人

首批聚焦为规划方法理论的研究者之一,与他的长辈们不同,他看好人的体验和感在规划时的显要。第一软将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

夫时人们管具备高度创意之设计师和普通的筹划区分开来,把这些设计师在显微镜下研究,试着摸有什么给他们灵感大爆发。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,及团伙协作时之统筹过程。从社会是角度他们注意到无是个人要国有协作时设计创意无限重点之是设计师的构思模式。这些计划过程的查证也新兴外工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研设计方式之前是人机交互领域的研究员。在外的精本《Designerly
ways of
Knowing》切磋设计师的盘算和表决办法同任何专业不同的凡呀?这对构建统筹思想有着十分非常的震慑。

“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的城市规划的教学与哲学家,他的大部分做事以反对60年份的统筹规范的技术性。他开之自省实践,对于规划过程的打响十分关键。他的劳作不仅大大影响了规划,而且影响了团上世界。

“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 服务统筹与博统筹工具的产出

是时代,设计之范围第二不良扩大。在90年代初设计的克从创造人工制品扩大至互相和劳动达。这种变动支持自Buchanan的《设计思想中之凶狠问题》一题探讨了统筹缓解复杂问题、模糊目标的潜力。
暨2003年,欧洲各地的大学和卡内基梅隆以各地开始教服务计划。服务计划之起,及复杂问题被起新的筹划方工具提供了好环境,包括也未设计师以及与设计的工具。

Donald Norman, User-Centered Design

咀嚼是、人坐工等设计领域的老牌世界。在1988年问世的《日常的统筹》提出
“UCD”以用户也主导的规划。
我们所有的统筹应当依据“适合用记”这个简单的概念模型。他的看法的着力是“我们日常生活中之大部分知识都当环境达标,而未是以脑子里”,以用户也骨干的法子好理解用户之急需跟意识左,并采取行动解决。诺曼的UCD设计思想开辟了新的规划艺术视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院之主任,他经过以Rittel和Simon
的理论与
Ezio
Manzini的计划性执行互相联系,重新讨论了规划在化解Wicked
Problems中的角色,在1992刊之《Wicked Problems in Design
Thinking》中画了同样修设计思想到更新的门路。在此后的有关计划思想的《Design
as a New Liberal
Art》中说设计开呢正式的力是“整合”,也许是盖专业性的短缺,所以它们重产生连日各个学科的或。

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的主创者,是动设计研究世界的先行者。今天成千上万坐人口耶基本的计划性及设计思想中采用的工具,技术以及措施都得以归入她。她吧是搭档计划工具箱的合作方,对于规划研究感兴趣之人头来说,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年经常由于三寒设计企业集合而成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦之Moggridge
Associates和在旧金山底ID-Two(两者都是由于Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约在Buchanan构建统筹思想的同时,IDEO完成了三独铺面之汇合,在未来的十年提高中,从学界以及规划执行吸引了同一批好有影响力的人数入。
暨同时期的宏图企业不同,他们又请了人类学,商业战略,教育还是正规等不等世界的专家来指点与壮大他们设计团队及流程。这个差不多学科团队的方针在开几年后收获了众多底光。
之后他们初步普及设计思想和为人口啊基本的宏图,在d.school推出了教导计划,撰写书本,并于世上之大学实践推广。

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。
他们都擅长设计到商店管理。他们合作之题《创新自信力》,讲述创新创意的见解,帮助个人与机构释放潜能,树立创新自信。
赶紧前的Tom
Kelley的《创新之方式》里显示了IDEO创新思想。

“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一直是计划性思想与换代之积极倡导者 ,Design
thinking。他编著了众多对匪设计师采用规划思想方面的文章,其中计划变更总体,设计思想如何变革组织及振奋创新。

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

发心理学和建学背景的IDEO 教母之如之Jane,
一直致力为付出多IDEO以食指啊以的宏图工具。引用其于IDEO的长河“她出了移情观察与经验原型的技能,现在深受周边用于产品、服务及环境,及系统、组织以及方针的更新和计划达到。”她底写《Thoughtless
Acts?》
展示了第一手观测与计划灵感中的干。她最近做了《Design
Ethics》的短篇。

Bill Moggridge

英国显赫一时产品设计师,工业设计教学,交互设计及IDEO创始人。他为采纳人性工程设计理论,同时为是当今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,至今仍是笔记本的主流外型。他编著的《关键设计报告》介绍了彼此设计之史,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 设计思想在商贸领域站据了一个要害之职位

于20年前计划思想开始为提及,经历了过多底迭代,最近才取认可。
设计咨询公司包括“IDEO”,
数码智能设计企业只要“青蛙”,软件设计公司如“思特沃克”,服务规划企业如“肯定牛”等还以02-08年前后起调整好的商贸战略,现在曾经改成企划行业的领先者。国内的商号变更较晚到了2013年左右才起来调整,像Eico
Design。
如买卖擅长的局如麦肯锡等,也于2014年自从经收购计划企业拓展战略性之变革。[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)
劳务规划领域的上扬创建了合作计划与插手规划的新工具及流程。多学科团队的合作计划这同变打开了中间创新,使设计过程对每个人另行透明和行。除了当计划领域以商业领域为开以用计划思想与协作企划的尽。Fuad
Luke,Sanders 和Manzini就是这块的先锋。
往包容性迈进的更动。随着智能手机的推广,微软提出使面向公众的设计,带在空前的包容性去想想与行事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke平等员自称为规范计划主持人、教育家、作家与活动家,目前着上课后来之宏图执行。他的品种强调与社区与个人,社会福得和顶替经济系统之绽开,合作,共同设计。他的开《Design
Activism》和《The
Eco-Design
Handbook》座谈设计在可持续发展中的意向。

Deborah Szebeko

Szebeko23春经常在英国树立了ThinkPublic社会设计单位,专门从事公共部门和非政府组织的设计与创新。用合作企划要关注社会问题,他们一度获取了大多件桂冠。

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,随着智能装备的常备,科技产品应关注群众,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,我们会初步针对那些在日常生活中以及非吃欢迎的计划性接触的用户建由和理心。

Inclusive Design at Microsoft

因为资源来以下:
[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

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