设计思想,设计师和买卖人员构成到产品、服务或买卖的计划过程上

店铺半年会后无处都在讲计划思想,各处都在努力。大家领导人还是很跟得上风尚的呗。因在加州阿姆斯特丹分校商贸评论福布斯的通讯后“设计思想”在经贸中被大规模关注和实践起来。前一年美利坚同盟国五星级商高校已将设计思想(design
thinking)纳入课程系列,清华大学建立D.School等。在约翰Maeda《科技中的设计》年报告,很多大商店和独角兽的开山或高层里都有设计师在其间,像IBM和麦肯锡前段时间发表了其最高级职业中对设计师的授命。从04年到2016年有超过50家知名规划集团被买断,其中15,16年有26家。可见设计在商贸的珍重,及设计思想的燥热。固然很火,可能过三个人认为他像VR、大数目、共享自行车等刚刚起来的。实际上,“设计思想”(实际也是规划)做为一种办法已经度过了一段不短的开拓进取历史了。何不停一下,领悟一下前身和近况呢。做完桌面讨论后就花了点时间整治了该文,把从工业时代到近日影响设计思想的人员做个小介绍,因事关内容实在是太多了,被放上来的,纯粹是看何人耳熟能详,哪些人记录的详尽些,不对的地点请指正,感谢伟大的互联网,感谢为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 包House的规划思想,人文与挥霍,国际现代主义和起亚文化

经历工业革命,大萧条和二战后的工业设计。 兼顾效用生产和美学为主的时期。

Design Thinking 概览

统筹思想本质上是以用户为着力,强调考察,协作,飞速学习,视觉化点子,快捷概念原型,兼商业分析,最终影响革新和商贸策略的翻新过程。他的目的是把顾客,设计师和小买卖人士组成到成品、服务或买卖的宏图过程上。它是想像未来意况和把产品,服务和心得带到市场上的工具。设计思想术语上来看像是应用设计师的灵活和措施解决问题,不管问题是何许的。它不能代替专业设计师或措施和手艺设计,但它是启发革新的一种艺术。

计划思想的多少个紧要条件:

1.基于现场调研深入精晓消费者

2.与用户和复合型团队一同协作,寻找突破性革新、显明提升和扩大新价值上

3.经过视觉化,亲手体验和高速原型来增速学习,急速取得用户反映。目的是透过快捷多次的挫败来赢得革新。

4.原型化,能够是概念草图,粗糙的物理模块,或故事角色板,或一组场景故事等

5.互相举办买卖分析,是很重大的一些。

彼得·贝伦斯(Peter Behrens)

Peter·贝伦斯,德意志联邦共和国建筑师,工业规划的前人,第一位当代情势设计师,是当代人的大师,包括最有名的现代主义建筑师
密斯·范德罗(坚贞不屈”少即是多“的建筑艺术学),勒·柯布西耶(效能主义之父),瓦尔特·格罗皮乌斯(包豪斯(House)创办者),这六人都在她的工作室为他干活过。他是首先个尝试综合工艺和技术结合的设计师。

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

笔者的观点是,
设计思想是一种协助发现非显性的急需或机会,帮忙创立新的缓解方案的点子。设计管理偏重在管理和决策者设计团队,过程和统筹产出物(产品、服务、交换、环境和相互)。设计负责人和计划性策略更多着想的是计划思想和计划管理的频率及出现物上。

包豪斯(House):全新设计策略的启蒙

1919年格罗皮乌斯在德意志联邦共和国制造包House,是第一所将贝伦斯的想法应用到高等教学中。密斯是最终一届校长。1930年在纳粹的下压力下关闭,学校的设计师们都迁往美利坚同盟国,二战后包House的筹划教育学(平衡艺术、科学、技术、批量生产)引领花旗国的统筹思想,随着这一个人在花旗国各处落脚,设计的思考运动也在全美各地开花。

规划思想在商贸、品牌,服务计划,客户体验上

履新使得商业的歧异,设计使得革新。

不过我们的题目已远远领先了商业问题,像MIT和复旦在缓解的题材已是系统层面的题材,像我们的食物供给系列,小孩子肥胖,急救健康等,作为一个设计师和计划性思考者,有这样的时机去解决这样的题材是何等的满面春风,通过友好能影响和改变社会问题。

统筹协作与咨询在花旗国进步起步

1920-1930以内和包House一样有影响的U.S.工业和图片设计师,像 Harley Earl,
Henry Dreyfuss, 沃尔特(Walter) Dorwin Teague, and 唐纳德(Donald)Desky(都是在美利坚合众国出生的),这么些设计师把设计协作与咨询用在实践上,与包豪斯(House)的指引同步影响着美国的图像和工业规划。

  • 哈利·厄尔 Harley
    Earl
    ,首位在计划汽车上使用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
    在不转移任何技术下,通过整合美学、材料、创设大大改观特别年代丑陋的家电产品,第一位登上《时代》的设计师。他的宏图不同于包House的“形式追随成效”(Form
    Follows
    Function),较偏向市场主义的“形式追随市场”,他曾说过:“当商品在相同的价格和效率下竞争,设计就是绝无仅有的区别”。他制造及时最大的统筹公司,接授设计委托,并以“洛威设计”的名义揭橥,“洛威设计”在老大年代是一种可以设计的表示、销售保障的代名词,这一作法在明天也能见于一些规划集团。

    洛威的“阿汎提”设计草图,1963年

  • 亨利(Henley)·德雷福斯 Henry
    Dreyfuss
    ,把人因因素做为产品的核心设计
    在其1955年的发表的《Designing for
    People》
    一书中论述了以人为本的统筹意见,以人为主旨的统筹最早实践者和开拓者。

    Designing for People 书中节选

  • 保罗·兰德 Paul
    Rand
    ,将品牌识别与国际主义相结合
    IBM,ABC,FEEDX,西屋、NeXT等视觉系统的统筹,将包豪斯(House)倡导的现代方法及计划思想和美学原则,应用到商贸服务规划中。

    IBM

ABC

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

  • 乔治·尼尔森查Rhys夫妇,为家庭和办公系统规划
    1945年George·Nelson在Herman
    米尔(Mill)er做规划主任时就把设计思想带进了家电概念设计中,设计师不在单干而是与一群的设计师从系统环境的角度来看产品设计。在这一看法和方针下查Rhys和雷·埃蒙斯设计了Eames
    Loung
    Chair。查理(Charles)平日鼓励工作人士多做试验,他曾说她的企盼就是“和这一个从事于毫无用处的项目标人齐声工作。这样会磕磕碰碰出新构思的火花。”

    Eames Loung Chair

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

发展中的设计思想

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

计划执行在短短的20年时间跨度里,不仅再也定义了统筹是怎么着,更是证实了它可以用来做什么样。这么些相对短但十分密集的阶段在环球限量内出生了两种截然不同的规划方法。
60年份的米国=设计科学
60年间的美利坚合众国,工业设计和产品设计取得的第一小步的腾飞是正统上从工程和不错区分出来。但她俩并不曾走得更远,工业规划如故首要基于可量化,可度量的题材与事件。设计工作室通常在高校实验室或工厂,不像现在的工作室在城镇里有像咖啡厅一样的装裱。
意味着有像MIT的Fuller建立多学科的才子团队进行更新。

60年间斯堪的纳维亚=协同计划
在同等期,Fuller不同的斯堪的纳维亚规划,通过邀请大学参加规划研商。这么些设计师扮演促进者或指点者角色,每个人和专家到工人或居民一道设计他们想要使用的出品或劳务。开发了广大莫大改进的品种,像Utopia,NJMF,DEMOkratiske
Stryringssystemer,DEMOS等帮忙工人,工会,工作场面,政坛部门应对不断转变的条件。
那种工作模式直接适用于大家明天提的劳务统筹,这种工作办法严重依赖设计师的边做边筹划和指导,使用工具像”Mock-up
envisionment(模拟设想)”,未来圈,协会游戏,合作原型,人种学领域研讨,社会调查等爆发新想法或革新水土保持。低度出席和佚代,集体探讨。
到20世纪80年代中叶,因为电脑的推广与HCI(人机交互)的迈入,斯堪的纳维亚的搭档规划终于迈出北冰洋赶来美国,被大面积地叫做加入式设计。

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(彼得)·贝伦斯,德意志建筑师,工业设计的前驱,第一位当代艺术设计师,是当代人的国手,包括最资深的现代主义建筑师
密斯·范德罗(坚持不渝”少即是多“的建筑农学),勒·柯布西耶(成效主义之父),瓦尔特·格罗皮乌斯(包House开创者),这两人都在她的工作室为他干活过。他是首先个尝试综合工艺和技术构成的设计师。

Buckminister Fuller 的正确性设计

1956年起在MIT 创意工程实验室助教CADS(Comprehensive Anticipatory Design
Science)。他的实验室应用科学方法暴发设计。Fuller的格局创立在工程师、工业设计师、材料专家、化学专家的精英团队的基础上开展翻新。代表随笔有:Geodesic
Domestic, the Dymaxion car, Triton city, the “Fly’s Eye” Dome等。

the Dymaxion car

“设计师是汇总了音乐家,发明家,机械师,经济专家和政策于一身。”

The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION

包House:全新设计策略的带领

1919年格罗皮乌斯在德成立包House,是第一所将贝伦斯的想法应用到高等教学中。密斯是最后一届校长。1930年在纳粹的下压力下关闭,高校的设计师们都迁往美利哥,世界第二次大战后包House的设计农学(平衡艺术、科学、技术、批量生产)引领美利坚合众国的计划性思想,随着这几人在United States各处落脚,设计的思想运动也在全美各地开花。

Scandinavian 协同计划

50年份以简练、少、效用性,具有兼容性和民主性为特征的一心有别于其他设计艺术的Scandinavian设计活动,在北欧国家一贯沿系到前天。受语言的阻力使得这一运动没有记录并传播更广。60年间的Scandinavian协同计划在处理器的人机交互和劳务统筹上有许多的进化。

Chairs at the Danish Design Center, Denmark

CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,设计协作与咨询在美利坚联邦合众国的升华

1920-1930之间和包豪斯(House)一样有震慑的米利坚工业和图纸设计师,像 Harley Earl,
Henry Dreyfuss, 沃尔特 Dorwin Teague, and 唐纳德(Donald)(Donald)Desky(都是在花旗国落地的),这么些设计师把设计协作与咨询用在实践上,与包House的教诲上同台影响着美利坚合众国的图像和工业设计。

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

Harley Earl 美国首位在规划汽车上应用市场细分策略,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

西蒙在1969出版的人造科学中,给规划一个新的归类和界限。西蒙认为满门的计划应被视为人造品,是当然的相持面。

“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 主管 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.
把设计作为是投资在,是不是成本;设计策略是商店的基本;这两点缺一不可才可能在后天及前景变成立异使得的营业所。

维克多(维克托)·帕帕奈克 为实在世界计划

1971年
帕帕奈克的《为真正世界计划》给当下的计划性行业投下了一颗大炸弹。帕帕奈克提议自己对此规划目标性的新观点,即设计应该为广大人民服务;设计不仅应当为常人服务,同时还必须考虑为残疾人服务;设计应当认真考虑地球的有限资源利用问题,设计应该
为保护我们居住的地球的有限资
源服务。维克多(维克多(Victor))·帕帕奈克对青色设计思潮暴发了直接影响,他第一次指出了规划伦理的传统,即设计为什么?在“Pope”设计活动的一片喧嚣的风潮中,起首有人从筹划理论的角度体面指出“设计目标”问题。这对于当代规划的五常、现代统筹的目标性理论来说,是相当关键的一个起点。正因为有那多少个起源,日后的筹划理论才面世了进一步尖锐的上扬。

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.

商业的下线不是机器而是人。明天,我们发现改进没有情绪是从未有过趣味的。产品不美是从未有过可比性的,品牌未曾意思价值是不会有欲望想要的,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”的倡导者

首批聚焦于规划方法理论的探究者之一,与他的前辈们不同,他力主人的体会和感触在统筹时的首要。首次将气象学引入到经验设计中。

1980-1990 第二代设计思想理论的出现

那一个时期人们把所有中度创意的设计师与平日的规划区分开来,把那个设计师放在显微镜下商讨,试着找出如何让他们灵感大爆发。在Nigel
Gross和唐纳德(Donald)(Donald)Schön等研讨员调查研究这多少个设计师独立工作时,及集体协作时的计划过程。从社会科学角度他们注意到不管是私家仍然国有协作时设计创意最重要的是设计师的琢磨格局。这一个规划过程的查证为新兴此外工作举办创设性思维打开了大门。

Nigel Gross

Nigel
Gross在商讨规划情势从前是人机交互领域的研究员。在他的精本《Designerly
ways of
Knowing》
切磋设计师的思维和决定方法与其他正规不同的是怎么着?这对于构建统筹思想有着很大的震慑。

“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

唐纳德(Donald)(Donald) Schön
背景是MIT的城市规划的执教和教育家,他的大部分做事在反对60年间的宏图标准的技术性。他开发的自问实践,对于规划过程的中标异常关键。他的办事不仅大大影响了计划,而且影响了团协会学习世界。

“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 服务规划和不少设计工具的面世

本条时代,设计的范围第二次扩张。在90年间初设计的界定从成立人工制品扩张到相互和劳务上。这种转变扶助来自Buchanan的《设计思想中的邪恶问题》一书研讨了规划缓解复杂问题、模糊目的的潜力。
到2003年,亚洲各地的高校和卡内基(Carnegie)梅隆在各处起始上课服务统筹。服务统筹的兴起,及复杂问题给发生新的筹划艺术工具提供了好条件,包括为非设计师和加入规划的工具。

Donald Norman, User-Centered Design

认知科学、人因工程等统筹领域的头面世界。在1988年问世的《平常的计划》提议
“UCD”以用户为着力的计划性。
我们具有的计划应该依据“适合用记”那多少个大概的概念模型。他的见识的主导是“我们日常生活中的大部分学问都在条件上,而不是在头脑里”,以用户为骨干的方法有利于精通用户的急需和发现错误,并选取行动解决。Norman的UCD设计思想开辟了新的计划方法视角。

理查德(Richard) Buchanan,整合设计

Buchanan 原卡梅罗(Carmelo)设计高校的领导人士,他经过将Rittel和Simon
的理论

Ezio
Manzini的计划性执行
相关联,重新研商了规划在缓解Wicked
Problems中的角色,在1992登载的《Wicked Problems in Design
Thinking》
中画了一条规划思想到履新的门路。在今后的有关计划思想的《Design
as a New Liberal
Art》中说设计做为专业的力量是“整合”,也许是因为专业性的紧缺,所以它更有连接各学科的可能。

Design has no subject matter — that’s what make this a powerful
discipline. We MAKE our subject matter.

Liz 桑德(Sander)s 工具先导者

桑德s,实验心思学和人类学的PhD. ,Make
Tools
的奠基人,是行使设计探究世界的前任。前些天成千上万以人为着力的计划性和筹划思想中应用的工具,技术和章程都足以归入她。她也是合作计划工具箱的合作者,对于规划研讨感兴趣的人的话,这多少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年时由三家设计公司联合而成,分别是大卫(David) 机械革命ey
Design(瑞典皇家理工讲师 大卫(David) Kelley 成立),Based在伦敦(London)的Moggridge
Associates和在圣菲波哥大的ID-Two(两者都是由比尔 Moggridge创建), 及 Matrix
Product Design(由麦克 Nuttall
创制)。大约在Buchanan构建统筹思想的还要,IDEO完成了三个商店的会合,在将来的十年发展中,从学界和计划性执行吸引了一批非凡有影响力的人进入。
与同时期的计划公司不同,他们还要邀请了人类学,商业战略,教育或正常等不等世界的学者来指点和扩充他们计划团队和流程。这么些多学科团队的方针在起始几年后获取了累累的光彩。
尔后他俩最先推广设计思想和以人为主干的统筹,在d.school推出了教育计划,撰写书本,并在大地的高等学校实践推广。

David & Tom Kelley

IDEO五个咱们当和教育工作,Kelley兄弟都是畅销书的撰稿人。
他们都擅长设计到商家管理。他们合作的书《立异自信力》,讲述立异创意的看法,接济个人和部门释放潜能,树立革新自信。
尽早前的汤姆Kelley的《革新的模式》里突显了IDEO革新思维。

“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)的老板和工业设计师,
布朗(Brown)一向是计划性思想和换代的积极向上倡导者 ,Design
thinking
。他撰写了重重对非设计师采纳计划思想方面的稿子,其中规划变更一切,设计思想如何变革社团和鼓舞立异。

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

有心经济学和建筑学背景的IDEO 教母之称的Jane,
从来致力于开发许多IDEO以人为本的设计工具。引用其在IDEO的经过“她付出了移情观看和心得原型的技巧,现在被大面积用于产品、服务和条件,及系统、社团和政策的更新与规划上。”她的书《Thoughtless
Acts?》

体现了直接观测与规划灵感之间的关系。她近来创作了《Design
Ethics》
的短篇。

Bill Moggridge

英帝国资深产品设计师,工业设计教学,交互设计和IDEO创办人。他以选择人性工程设计理论,同时也是当今产品设计主流理论的开发者。他设计了第一台贝壳式台式机电脑,至今仍是笔记本的主流外型。他创作的《关键设计报告》介绍了互动设计的历史,从Douglas
Engelbart
Will
Wright

Larry
Page

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根本的职务

从20年前计划思想先河被提及,经历了累累的迭代,近来才拿到肯定。
设计咨询公司包括“IDEO”,
数码智能设计公司如“青蛙”,软件设计公司如“思特沃克”,服务计划集团如“肯定牛”等都在02-08年左右伊始调整协调的买卖战略,现在早就化为企划行业的超过者。国内的商家转变较晚到了二零一三年左右才起来调整,像Eico
Design。
而商业擅长的商号像麦肯锡等,也在2014年起经过收购计划公司开展战略性的革命。[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)
劳务统筹领域的前行创立了合作计划和加入规划的新工具和流程。多学科团队的协作企划这一转变打开了里面立异,使设计过程对每个人更透明和实用。除了在筹划领域在生意领域也最先拔取用计划思想和协作规划的执行。Fuad
Luke,桑德(Sander)s 和Manzini就是这块的先行者。
向兼容性迈进的扭转。随着智能手机的推广,微软指出要面向群众的规划,带着空前的兼容性去思想和工作[Inclusive\ design\ at\ Microsoft](https://link.jianshu.com?t=https://www.microsoft.com/en-us/design/inclusive)

Alistair Fuad-Luke

Fuad-Luke一位自称为专业计划主持人、翻译家、小说家和活动家,目前正值授课后来的筹划执行。他的门类强调与社区和村办,社会福得和顶替经济系统的开放,合作,共同规划。他的书《Design
Activism》
《The
Eco-Design
Handbook》
座谈设计在可持续发展中的功效。

Deborah Szebeko

Szebeko23岁时在大英帝国白手起家了ThinkPublic社会设计机构,专门从事公共部门和非政坛社团的宏图与革新。用合作规划重点关注社会问题,他们早就收获了多项殊荣。

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微软首席设计主任,随着智能设备的平常,科技产品应该关爱群众,应该向兼容性迈进转变。设计个性具有兼容,通过辨认排他性,我们能够伊始对那一个在日常生活中与不受欢迎的规划接触的用户建立起同理心。

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(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