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Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation

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IMHO) - проста, эклектична, в ней нет ничего принципиально нового :) - но при всём при этом она гениальна! Гениальность часто возникает "на стыке", как нечто неожиданно-междисциплинарное :) Вот и здесь, чего только не намешано! К примеру: Environmentalism entered the cultural mainstream with the publication of Rachel Carson’s Silent Spring in 1962, but it would take another forty years—after two oil crises and a broad scientific consensus—for a general awareness of the crisis to sink in. A major stimulus was the release of Al Gore’s documentary, An Inconvenient Truth, in 2006, The author wrote the book to please himself rather than make it easy for the audience to absorb it. So much for a designer who goes into field work. Design thinkers are unique in that they understand how people act and feel in relation to the product or service. Barry Schwartz, "Paradox of Choice": most people don't want more options, just want what they want, and paralyzed by fear if overwhelmed by choice (optimizers), or just put up with whatever works (satisficers)

Change by Design, Revised and Updated: How Design Think… Change by Design, Revised and Updated: How Design Think…

top leaders "embrace the mess" and allow complexity to exist during search for solutions, because complexity is most reliable source of creative of opportunities First, we now live in what Joseph Pine and James Gilmore christened an “experience economy” in which people shift from passive consumption to active participation. Second, the best experiences are not scripted at corporate headquarters but delivered on the spot by service providers. And third, implementation is everything. An experience must be as finely crafted and precision-engineered as any other product. Change: times of change drives need for new solutions (ex: shift to industrial age for Brunell). Today: rapid tech changes are obsoleting prior systems. Design thinking encourages Divergence to create more choices (vs converge onto 1 option from multiple choices) Chapters 8, 9, and 10 are an OK attempt at doing what the first seven chapters failed to do (outside of a nifty quote here and there).but concentrating on center of bell curve only confirms what we already know vs new learnings or surprises. Need to head to the edges and find "extreme" users As such the book was extremely difficult to read without the round about language, most of the book is written deliberately using complicated sentence structures that are difficult to absorb. The contents of the book are not that complex to grasp but are made very difficult with the constant context switching from one topic to the other without giving us any heads up about why the narratiave hops from one topic to another in a disarray of thoughts. Though the mind map works for someone who has an eagle eye view of the topic, the mind map never works for the end user, i.e. someone who is trying to absorb the content first and then connect the dots later, after absorbing the book completely. I am not sure how the author missed this simple fact about UX of reading a book. The book is not a design text book or does not contain design priciples, or theorems, in fact the book is just a huge collection of best practices used and developed at IDEO and how they were developed across the decades as the company rose from the small starup to a huge MNC, along with the author. This is in fact a account of the design journey of the author and the notes that he has gather on the way. The subject of “design thinking” is the rage at business schools, throughout corporations, and increasingly in the popular press—due in large part to the work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business.The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.

Change By Design | IDEO

T-shaped person: depth of skill for tangible contribution (difficult to acquire, easy to spot) + cross-discipline capacity. Multidisciplinary team (each member advocates own speciality, leading to protracted negotiation) is NOT same as Interdisciplinary one (collective ownership of ideas) dimension of designer's toolkit: time (sequence of events). Different than designing with space: design thinker has to be comfortable in both space and time Change by Design, Revised and Updated: How Design Thinking Transforms Organizations and Inspires Innovation ebookDesign is something that many people take for granted, and people tend to cut corners and costs throughout. Saul Bass argues that, ‘Design is thinking made visual.’ The growing popularity of farmers’ markets, community-supported agriculture, the slow-food movement, and a burgeoning literature ranging from Michael Pollan’s In Defense of Food to Barbara Kingsolver’s Animal, Vegetable, Miracle, suggests that consumers crave a different experience of food shopping. The first half of the book has the meat the next half is related about politics of design in the organization or how to gather popular support for design thinking and rally your organization around it, which is quite tiring to read. The second half of the book also talks about sustainable design and design activism, the last chapter of the book is absolutely useless as it recalls all the previous chapters.

Change by Design - Brown - 2011 - Journal of Product Change by Design - Brown - 2011 - Journal of Product

Do you know that innovative business idea you had in the shower recently? It's time to act on it, and here's how. shift from consumption to participation (music used to be sold as sheet music for consumers to play before recorded music came along) At IDEO we have dedicated rooms for our brainstorming sessions, and the rules are literally written on the walls: Defer judgment. Encourage wild ideas. Stay focused on the topic. The most important of them, I would argue, is “Build on the ideas of others.” It’s right up there with “Thou shalt not kill” and “Honor thy father and thy mother,” as it ensures that every participant is invested in the last idea put forward and has the chance to move it along. A third layer—beyond the functional and the cognitive—comes into play when we begin working with ideas that matter to people at an emotional level.design thinking is rhythmic exchange between divergent and convergent phases, with each iteration phase less broad & more detailed To create such passionate involvement, we need to involve the customer in the story of how our innovative product, service, or strategy came into being. Stories make our ideas more relatable to consumers. Ways to Grow: 1) extend (evolutionary: new offerings to existing users), 2) create (revolutionary: new offerings to new users), 3) manage (incremental: existing offerings to existing users), 4) adapt (evolutionary: existing offerings to new users) Of course, hiring a design-thinking expert is not a cure-all for organizations facing changes to their industry. Organizations that do not tolerate experimentation or even resistance to an organization’s conventions inevitably see their change efforts whither. These questions are essential to identifying what we call latent needs, needs that may be acute but that people may not be able to articulate.

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