Design Thinking [electronic resource] : Understand – Improve – Apply /
Plattner, Hasso.editor.
Meinel, Christoph.editor.
Leifer, Larry.editor.
“Everybody loves an innovation, an idea that sells.“ But how do we arrive at such ideas that sell? And is it possible to learn how to become an innovator? Over the years Design Thinking – a program originally developed in the engineering department of Stanford University and offered by the two D-schools at the Hasso Plattner Institutes in Stanford and in Potsdam – has proved to be really successful in educating innovators. It blends an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services. Design Thinking creates a vibrant interactive environment that promotes learning through rapid conceptual prototyping. In 2008, the HPI-Stanford Design Thinking Research Program was initiated, a venture that encourages multidisciplinary teams to investigate various phenomena of innovation in its technical, business, and human aspects. The researchers are guided by two general questions: 1. What are people really thinking and doing when they are engaged in creative design innovation? How can new frameworks, tools, systems, and methods augment, capture, and reuse successful practices? 2. What is the impact on technology, business, and human performance when design thinking is practiced? How do the tools, systems, and methods really work to get the innovation you want when you want it? How do they fail? In this book, the researchers take a system’s view that begins with a demand for deep, evidence-based understanding of design thinking phenomena. They continue with an exploration of tools which can help improve the adaptive expertise needed for design thinking. The final part of the book concerns design thinking in information technology and its relevance for business process modeling and agile software development, i.e. real world creation and deployment of products, services, and enterprise systems.
Description based upon print version of record.
Design Thinking; Foreword; Contents; Contributors; Design Thinking Research; 1 The Philosophy of Design Thinking; 2 Rules of Design Thinking; 2.1 The Human Rule: All Design Activity Is Ultimately Social in Nature; 2.2 The Ambiguity Rule: Design Thinkers Must Preserve Ambiguity; 2.3 The Re-design Rule: All Design Is Re-design; 2.4 The Tangibility Rule: Making Ideas Tangible Always Facilitates Communication; 2.5 HPI-Stanford Design Thinking Research Program; 3 The Program Book; 4 In Summary; Part I Design Thinking in Various Contexts; Design Thinking: A Fruitful Concept for IT Development?
1 Introduction: On Problem Solving in Design and Science2 Understanding the Problem: Overcoming the Dilemma of Analytical Thinking in IT Development by Design Thinking?; 2.1 Why IT Development Tends to Take Place in an Engineering Expert's World; 2.2 The Dilemma of a Predominantly Technical Perspective; 2.3 Design Thinking as a Complementary Approach?; 3 Discussing the Context: Waterfalls, Agility, and New Design Professions; 3.1 Overcoming the Waterfall with Agile Development; 3.2 Adding New IT Design Specialists; 3.3 Design Thinking in the Context of IT Development Approaches
4 Discussion: On the Challenges of Translating Design Thinking into Action4.1 The Didactic Perspective: Educating Design Thinking Competencies; 4.2 The Organizational Perspective: Design Thinking as a Front-End Technique or as an Integrated Development Philosophy?; 5 Outlook; References; A Unified Innovation Process Model for Engineering Designers and Managers; 1 Introduction; 2 Unified Innovation Process Model for Engineering Designers and Managers; 2.1 Designer-Initiated Feedback Pathways; 2.2 Reviewer-Initiated Feedback Pathways and Gates; 3 Research Methodology
4 Designers Gain Necessary Insights by Experimenting4.1 Case A: Paper Bike; 4.2 Case B: Convertible Experience; 4.3 Case C: Task Management Software; 4.4 Cross-case Analysis Reveals Pattern; 4.5 Execution Hypothesis; 5 Reviewers Often Discourage Experimenting; 5.1 Case A: Paper Bike; 5.2 Case B: Convertible Experience; 5.3 Reviewers Can Encourage Experimenting as Exemplified by Case C: Task Management Software; 5.4 Cross-Case Analysis Reveals Pattern; 5.5 Censorship Hypothesis; 6 Discussion; 7 Conclusion; References
Product Differentiation by Aesthetic and Creative Design: A Psychological and Neural Framework of Design Thinking1 Introduction; 2 Aesthetics and Creativity as Design Thinking Mechanisms; 2.1 Psychological and Neural Bases of Aesthetics; 2.1.1 Psychology of Aesthetics; 2.1.2 Neuroscience of Aesthetics; 2.2 Psychological and Neural Bases of Creativity; 2.2.1 Psychology of Creativity; 2.2.2 Neuroscience of Creativity; 3 A Definition and Framework of Design Thinking; 4 Conclusion; References; Part II Understanding Design Thinking
Re-representation: Affordances of Shared Models in Team-Based Design
Includes bibliographical references.
“Everybody loves an innovation, an idea that sells.“ But how do we arrive at such ideas that sell? And is it possible to learn how to become an innovator? Over the years Design Thinking – a program originally developed in the engineering department of Stanford University and offered by the two D-schools at the Hasso Plattner Institutes in Stanford and in Potsdam – has proved to be really successful in educating innovators. It blends an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services. Design Thinking creates a vibrant interactive environment that promotes learning through rapid conceptual prototyping. In 2008, the HPI-Stanford Design Thinking Research Program was initiated, a venture that encourages multidisciplinary teams to investigate various phenomena of innovation in its technical, business, and human aspects. The researchers are guided by two general questions: 1. What are people really thinking and doing when they are engaged in creative design innovation? How can new frameworks, tools, systems, and methods augment, capture, and reuse successful practices? 2. What is the impact on technology, business, and human performance when design thinking is practiced? How do the tools, systems, and methods really work to get the innovation you want when you want it? How do they fail? In this book, the researchers take a system’s view that begins with a demand for deep, evidence-based understanding of design thinking phenomena. They continue with an exploration of tools which can help improve the adaptive expertise needed for design thinking. The final part of the book concerns design thinking in information technology and its relevance for business process modeling and agile software development, i.e. real world creation and deployment of products, services, and enterprise systems.
Management.
Industrial management.
Information technology.
Business—Data processing.
Innovation/Technology Management.
IT in Business.