小聊设计思想的进化。Design Thinking 概览。

号半年会后无处都以叙计划思想,各处都在奋斗。我们领导人还是甚跟得及潮流的呗。因以哈佛经贸评论和福布斯的简报后“设计思想”在买卖中受大规模关注及施行起来。前几乎年美国一等商学院就用计划思想(design
thinking)纳入课程体系,斯坦福大学成立D.School等。在John
Maeda《科技中之规划》年报告,很多良商厦以及独角兽的奠基者或高层里都发出设计师在其间,像IBM和麦肯锡前段时间宣布了那个极尖端职业中对设计师的除。从04年及2016年起逾50家显赫规划企业于收购,其中15,16年来26小。可见设计以商业的倚重,及设计思想的炎热。虽然十分生气,可能过多人口以为他如VR、大数量、共享自行车等正起来之。实际上,“设计思想”(实际为是计划)做也平栽方式都走过了相同截不短的升华历史了。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点时间整治了该文,把由工业时代到今影响设计思想的人选做个小介绍,因涉及内容其实是极端多矣,被放上来之,纯粹是看哪人耳熟能详,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,感谢吧规划思想付诸实践的“先烈”们。

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

1960前方 包豪斯之筹划思想,人文和铺张,国际现代主义和大众文化

涉工业革命,大萧条和二战后的工业规划。 兼顾效率生产与美学为主底时期。

Design Thinking 概览

计划思想本质上是因用户也中心,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,最终影响创新和买卖策略的更新过程。他的目的是将顾客,设计师和经贸人士做及活、服务要买卖的计划过程及。它是思念像未来状态及管产品,服务和体验带至市场高达之家伙。设计思想术语上来拘禁像是使设计师的灵敏与方解决问题,不管问题是什么的。它不克代替专业设计师或方法及手艺设计,但她是启发创新之平等种艺术。

统筹思想的几个基本点条件:

1.基被现场调研深入理解消费者

2.和用户以及复合型团队联手协作,寻找突破性创新、显著提升和增新价值达到

3.经过视觉化,亲手体验以及高效原型来加速学习,快速取得用户反馈。目标是由此快捷多次的黄来取得更新。

4.原型化,可以是概念草图,粗糙的情理模块,或故事角色板,或雷同组场景故事等

5.互动进行商业分析,是老大要紧的少数。

彼得·贝伦斯(Peter Behrens)

彼得·贝伦斯,德国建筑师,工业设计之先辈,第一各项当代艺术设计师,是一代人的能手,包括无与伦比知名的现代主义建筑师
密斯·范德罗(坚持”少就是凡是多“的盘哲学),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),这三口且以外的工作室为他工作过。他是第一只尝试综合工艺和技巧成的设计师。

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

作者的理念是,
设计思想是一律栽助发现非显性的需要或会,帮助创建新的化解方案的法。设计管理偏重于管制及领导者设计团队,过程以及统筹产出物(产品、服务、沟通、环境和相)。设计负责人以及计划性策略更多着想的凡统筹思想与筹划管理之效率以及出现物上。

包豪斯:全新设计策略的启蒙

1919年格罗皮乌斯于德国缔造包豪斯,是第一所将贝伦斯的想法应用到高等教学中。密斯是最后一至校长。1930年在纳粹的下压力下关闭,学校的设计师们还搬向美国,二战后包豪斯的设计哲学(平衡术、科学、技术、批量生产)引领美国的计划性思想,随着这些人当美国各个处落脚,设计之思辨运动也以全美各地开。

规划思想在买卖、品牌,服务统筹,客户体验及

更新使得商业的差异,设计让创新。

只是我们的题材既远远超越了商业问题,像MIT和哈佛以缓解之问题一度是系统层面的题材,像我们的食品供给体系,儿童肥胖,急救健康相当,作为一个设计师以及统筹思考者,有这么的时机去解决这样的问题是多的喜悦,通过自己会影响以及改变社会问题。

计划协作和咨询在美国腾飞启动

1920-1930里面同包豪斯同有影响的美国工业及图表设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是在美国诞生的),这些设计师将设计协作和咨询用在实践上,与包豪斯的教导同步影响着美国底图像以及工业规划。

  • 哈利·厄尔 Harley
    Earl
    ,首个在设计汽车上动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活
    以未移任何技术下,通过结合美学、材料、制造大大改变特别年代丑陋的家电产品,第一各上上《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”,他曾经说了:“当商品以平等之价以及法力下竞争,设计虽是绝无仅有的歧异”。他建立及时最可怜之设计企业,接授设计委托,并盖“洛威设计”的名义上,“洛威设计”在生年代是一致种美好设计之表示、销售保障的代名词,这同一作法在今日啊克见于一些设计企业。

    洛威之“阿汎提”设计草图,1963年

  • 亨利·德雷福斯 Henry
    Dreyfuss
    ,把丁以因素做呢活之主导设计
    以那个1955年底刊登的《Designing for
    People》同一写被阐述了坐食指乎仍之统筹理念,以人数啊骨干的设计极端早实践者和开拓者。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别以及国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的统筹,将包豪斯倡导之当代方式与企划思想和美学标准,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,为家及办公室系统规划
    1945年乔治·尼尔森在Herman
    Miller做计划总监时便把设计思想带上了家具概念设计中,设计师不以单干而是同同样博的设计师从系统环境之角度来拘禁产品设计。在就无异视角以及策略下查里斯和雷·埃蒙斯设计了Eames
    Loung
    Chair。Charles经常鼓励工作人员多举行试验,他早已说他的冀望不畏是“和那些从为毫无用处之类型之口一道坐班。这样见面磕磕碰碰发生新构思之火苗。”

    Eames Loung Chair

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

迈入中的计划性思想

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

筹执行以短短的20年时间跨度里,不仅更定义了计划是啊,更是印证了她可为此来做呀。这个相对短但非常密集的阶段于世界限量外出生了点滴种了不同之统筹方。
60年代的美国=设计科学
60年份的美国,工业规划和产品设计取得的首先有点步之向上是正经上由工程及不易区分出。但她俩连从未动得又远,工业设计尚是要基于可量化,可度量的题材同事件。设计工作室通常在高校实验室或工厂,不像今天的工作室以村镇里发出像咖啡厅一样的装裱。
表示有像MIT的Fuller建立多学科的天才团队拓展创新。

60年份斯堪的纳维亚=协同计划
每当同一期,Fuller不同的斯堪的纳维亚计划,通过特邀大学与计划讨论。这些设计师扮演促进者或指导者角色,每个人跟学者到工友要居民并企划他们想如果使用的活或者劳动。开发了成千上万高度创新的色,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等辅助工人,工会,工作场地,政府部门应针对持续变化之条件。
这种工作法一直适用于我们现领到的服务统筹,这种工作方式严重依赖设计师的界限举行边设计与引,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,社会考察等来新想法要改善现有。高度与
和佚代,集体讨论。
及20世纪80年代中期,因为电脑的普及与HCI(人机交互)的迈入,斯堪的纳维亚底通力合作企划终于迈出大西洋来美国,被周边地叫参与式设计。

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,工业规划的先驱,第一位当代艺术设计师,是当代人的高手,包括无与伦比有名的现代主义建筑师
密斯·范德罗(坚持”少就是差不多“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),这三人口都当他的工作室为外干活了。他是首先单尝试综合工艺与技术结合的设计师。

Buckminister Fuller 的不错统筹

1956年从于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的艺术成立在工程师、工业设计师、材料专家、化学专家的才子团队的基础及进行更新。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,经济专家和方针让同身。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包豪斯:全新设计策略的傅

1919年格罗皮乌斯以道创建包豪斯,是首先所用贝伦斯的想法应用至高等教学中。密斯是最终一至校长。1930年于纳粹的下压力下关闭,学校的设计师们都搬为美国,二战后包豪斯的设计哲学(平衡艺术、科学、技术、批量生产)引领美国之计划性思想,随着这些口以美国各个处落脚,设计之盘算运动吗在全美各地放。

Scandinavian 协同计划

50年份盖简练、少、功能性,具有包容性和民主性为特点之毕有别于其他设计方法的Scandinavian设计活动,在北欧国家一直本着系到今天。受语言的障碍使得这无异于挪没有记录并传播更宽泛。60年代的Scandinavian协同计划于电脑的人机交互和劳务统筹及发出诸多的升华。

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底前行

1920-1930期间与包豪斯同发生影响之美国工业与图片设计师,像 Harley Earl,
Henry Dreyfuss, Walter Dorwin Teague, and Donald
Desky(都是以美国落地之),这些设计师将规划协作和咨询用在实践上,与包豪斯的教导上一同影响在美国底图像以及工业规划。

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

Harley Earl 美国首个在设计汽车上行使市场细分策略,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问世的人为科学中,给规划一个初的归类与止。西蒙认为所有的计划应让视为人造品,是自然之对立面。

“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.
把规划作为是斥资以,是不是资本;设计策略是公司之中坚;这点儿碰缺一不可才可能于今日跟未来化创新使得的小卖部。

维克多·帕帕奈克 也真正世界计划

1971年
帕帕奈克的《为实世界计划》给当下底筹划行业投下了一如既往颗大炸弹。帕帕奈克提出好于规划目的性的初观点,即设计应该吗大人民服务;设计不仅应当为健康人服务,同时还得考虑啊残疾人服务;设计应该认真考虑地球的片资源使问题,设计应
为掩护我们居住的地球的有限资
源服务。维克多·帕帕奈克对绿色设计思潮有了直白影响,他首次等提出了规划伦理的思想意识,即设计为何?在“波普”设计活动的平等切开喧嚣的风潮中,开始有人从设计理论的角度严肃提出“设计目的”问题。这对于当代计划之五常、现代规划之目的性理论来说,是十分重要的一个起点。正缘来这起点,日后的规划理论才出现了进一步深入之腾飞。

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.

商贸的下线无是机械而是食指。今天,我们发现创新没有情感是没有意思的。产品未抖是未曾可比性的,品牌未曾意思价值是勿见面发生欲望想如果的,而买卖没有伦理是不足持续的。

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

首批聚焦为规划艺术理论的研究者之一,与外的先辈们不同,他主张人的心得与感触在统筹时之机要。第一赖将气象学引入到体验设计着。

1980-1990 第二代表设计思想理论的起

是时代人们将所有惊人创意之设计师以及日常的设计区分开来,把这些设计师在显微镜下研究,试着摸有什么让他俩灵感大爆发。在Nigel
Gross和Donald
Schön等研究员调查研究这些设计师独立工作时,及团伙协作时的统筹过程。从社会是角度他们留意到无是个人或者集体协作时设计创意无限重大之是设计师的思想模式。这些计划过程的调研也后来其它工作进行创造性思维打开了大门。

Nigel Gross

Nigel
Gross在研讨规划艺术之前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》研设计师的沉思和表决方法和其余专业不同之是啊?这对于构建统筹思想有着不行酷之影响。

“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的城市规划的授课与哲学家,他的多数工作以反对60年代的统筹规范的技术性。他开发的反省实践,对于规划过程的功成名就十分重大。他的工作不仅大大影响了设计,而且影响了集体学习园地。

“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 服务计划与众设计工具的产出

以此时代,设计的限制第二不成扩大。在90年代初设计之限量由创立人工制品扩大到相互与劳务达到。这种变化支持自Buchanan的《设计思想中的丑恶问题》一修探讨了设计缓解复杂问题、模糊目标的潜力。
交2003年,欧洲各地的高等学校和卡内基梅隆在各处开始教服务规划。服务统筹的勃兴,及复杂问题被起新的计划性方式工具提供了好环境,包括也无设计师以及插手规划之家伙。

Donald Norman, User-Centered Design

认知是、人坐工等计划领域的红世界。在1988年问世的《日常的计划性》提出
“UCD”以用户也基本的宏图。
我们有着的计划性应因“适合用记”这个简单的概念模型。他的观的主导是“我们日常生活中的大多数文化都在条件上,而未是于脑力里”,以用户为基本的法门好理解用户之需要与发现左,并采取行动解决。诺曼的UCD设计思想开辟了新的筹划艺术视角。

Richard Buchanan,整合设计

Buchanan 原卡梅隆设计学院的企业管理者,他经过将Rittel和Simon
的理论与
Ezio
Manzini的设计执行相沟通,重新讨论了设计以缓解Wicked
Problems中的角色,在1992刊登之《Wicked Problems in Design
Thinking》中画了扳平长规划思想到更新的路径。在其后的有关计划思想的《Design
as a New Liberal
Art》中说设计开啊标准的能力是“整合”,也许是以专业性的少,所以她重起连日各个学科的或。

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的创作者,是应用设计研究领域的前驱。今天众多缘人口乎核心的统筹及规划思想被利用的家伙,技术及措施都得落她。她为是协作规划工具箱的合伙人,对于规划研究感兴趣的人口的话,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年经常由于三下设计企业联合而变成,分别是David Delley
Design(斯坦福教授 David Kelley 创建),Based在伦敦的Moggridge
Associates和以旧金山之ID-Two(两者都是由Bill Moggridge创建), 及 Matrix
Product Design(由Mike Nuttall
创建)。大约在Buchanan构建统筹思想的还要,IDEO完成了三个商店的合并,在未来底十年提高受到,从学界以及设计执行吸引了千篇一律批判好有影响力的人在。
和同时期的计划企业差,他们又请了人类学,商业战略,教育或者健康相当不等世界的大家来指导与扩大他们计划团队及流程。这个差不多学科团队的方针在开头几年后收获了过多底光荣。
然后她俩初步推广设计思想以及坐人数乎核心的统筹,在d.school推出了教导计划,撰写书本,并当环球的高校实践推广。

David & Tom Kelley

IDEO两单大家当与教导工作,Kelley兄弟都是畅销书的作者。
他们还擅长设计及号管理。他们合作的书《创新自信力》,讲述创新创意的理念,帮助个人及部门释放潜能,树立创新自信。
不久前的Tom
Kelley的《创新之主意》里亮了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一直是设计思想以及翻新之能动倡导者 ,Design
thinking。他做了广大针对性非设计师采用计划思想方面的章,其中筹变更一切,设计思想如何变革组织以及鼓舞创新。

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

发出心理学和建学背景的IDEO 教母之称的Jane,
一直从为开发多IDEO以人口啊以的宏图工具。引用其当IDEO的经过“她开了移情观察和心得原型的技艺,现在被广大用于产品、服务和环境,及系统、组织和方针的换代以及设计及。”她的书写《Thoughtless
Acts?》
展示了第一手观测和统筹灵感中的关系。她多年来做了《Design
Ethics》的短篇。

Bill Moggridge

英国名牌产品设计师,工业规划教学,交互设计以及IDEO创始人。他盖采纳人性工程设计理论,同时为是现产品设计主流理论的开发者。他计划了第一贵贝壳式笔记本电脑,至今仍是笔记本的主流外型。他编之《关键设计报告》介绍了相设计之历史,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 设计思想在买卖领域站据了一个要害的职务

自从20年前计划思想开始受提及,经历了过多的迭代,最近才取得认可。
设计咨询公司连“IDEO”,
数码智能设计企业要“青蛙”,软件设计公司若“思特沃克”,服务计划企业如果“肯定牛”等都于02-08年左右起调整协调的小买卖战略,现在早就成为企划行业之领先者。国内的局转变于晚至了2013年左右才起来调整,像Eico
Design。
假如买卖擅长的小卖部如麦肯锡等,也在2014年自从经过收购计划企业展开战略的变革。[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)
劳务规划领域的上进创建了通力合作企划与插手规划之初工具和流程。多学科团队的搭档规划这无异于变型打开了里创新,使设计过程对每个人再次透明与有效性。除了以规划领域以商贸领域也初步采用用计划思想与协作规划之实施。Fuad
Luke,Sanders 和Manzini就是这块的急先锋。
为包容性迈进的别。随着智能手机的推广,微软提出要面向群众的计划性,带在空前的包容性去思辨与做事[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke一律位自称为规范设计主持人、教育家、作家和活动家,目前方授课后来的宏图执行。他的档次强调与社区与私家,社会福得和顶替经济系统的开,合作,共同设计。他的书《Design
Activism》和《The
Eco-Design
Handbook》座谈设计在可持续发展中之意图。

Deborah Szebeko

Szebeko23春经常当英国树立了ThinkPublic社会设计部门,专门从事公共部门和非政府组织的计划及更新。用合作计划重点关注社会问题,他们都落了大多桩殊荣。

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,随着智能设备的屡见不鲜,科技产品应该关心群众,应该朝着包容性迈进转变。设计个性具有包容,通过辨认排他性,我们能够起针对那些在日常生活中与匪叫欢迎之宏图接触的用户建立起及理心。

Inclusive Design at Microsoft

以资源来以下:
[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

相关文章