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- 3. F E L L O W
- 4. @Folletto
- 7. No simplification BanalizationSimplification Thanks to Tullio Tinti UNMANAGEABLE UNUSEFUL
- 8. “ ” H. Rittel, M. Webber Societal problems are inherently different from the problems that scientists and perhaps some classes of engineers deal with. They are inherently ‘wicked’. H. Rittel, M. Webber (1973) Dilemmas in a General Theory of Planning
- 9. Wicked problems don’t have clearly defined boundaries. Wicked problems don’t have a point when they are solved. Wicked problems have always more than one explanation. Wicked problems solution attempts change the problem definition. Wicked problems require full responsibility. Wicked problems bleed into one another. Wicked problems have no solution template. Wicked problems are interconnected to each other. Wicked problems have no scientific approach. Wicked problems are unique.
- 10. 12. Constants 11. Buffers 10. Material 09. Delays 08. Negative loops 07. Positive loops 06. Information 05. Rules 04. Change & self-organize 03. Goals 02. Paradigms 01. Trascend paradigms Meadows D. (1999) Leverage Points, places to intervene in a system 10 2 8 7 13 11 4 12 5 6 9 MEADOW’S 12 LEVERAGE POINTS
- 12. “ ” John Chris Jones, Design Method Designers are forever bound to treat as real that which exists only in an imagined future and have to specify ways in which the foreseen thing can be made to exist.
- 13. Humans
- 14. Solution First vs ProblemISSUE No real understanding
- 15. Too close to the problemISSUE No view of context
- 16. “ ” Manifesto Ibridi Keeping up with global complexity demands a conscious understanding of our cognitive, psychological, physiological peculiarities, and of their limits.
- 17. Open → Close
- 18. ISSUE Opening without closing No Focus, No Goal
- 19. ISSUE Closing too soon Bias, Prejudice
- 20. “ ” Dave Gray The most enlightening moments came from understanding and applying the Open – Explore – Close phases.
- 21. Iterate
- 22. ISSUE Iteration of one Not really a loop
- 23. ISSUE Iterate without vision Not going anywhere
- 24. “ ” Bruce Lee Be water my friend.
- 26. ISSUE Fear of jumping No real change
- 27. ISSUE People resistance to change Expect and manage
- 28. “ ” Verganti & Norman Incremental innovation is necessary to transform the radical idea into a form that is acceptable to those beyond early adopters. Verganti & Norman, Incremental and Radical Innovation
- 29. Experiment
- 30. ISSUE Fear of failure Failure is intrinsic
- 31. ISSUE Failing without learning Learn and build up
- 32. “ ” Sarah Soule Design thinking stresses the need to rapidly prototype the solution so that the designers can get feedback as quickly as possible.
- 34. “ ” Tim Brown, IDEO Design thinking is a human-centered approach to innovation that draws from the designer's toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.
- 35. Understand & specify the context of use Specify the user & organizational requirements Produce design solutions Evaluate design against requirements Identify need of user centered design System meets specified functional, user & organizational requirements USER CENTERED DESIGN: ISO 13407 (1999)
- 36. Stephanie Gioia (2011) http://www.visualmba.info. XPLANE Discover Concept DoDesign CHESKIN Envision Explore InspireCreate Express CONIFER Research Catalog Synthesis Insights COOPER Research Modeling, Scenarios DesignFramework Communicate IDEO Inspiration Ideation Implementation FROG Discover Design Deliver FITCH Discover Define DoDesign N MELVILLE Explore Discover Implement & AssessConcept & Design DIFFERENT MODELS TO DO DESIGN THINKING
- 37. from An Introduction to Design Thinkin Empathize Define Ideate Prototype TestStanford Seek Build Imagine Plan MakeFrog CAT Discovery Interpretation Ideation Experimentation EvolutionIDEO Ed.
- 38. Empathize Define Ideate Prototype Test from An Introduction to Design Thinkin
- 39. Empathize Observe Engage Listen
- 40. Define Patterns Insight Focus
- 41. Ideate Generate Explore Visualize
- 42. Prototype Build Hypothesis Quick
- 43. Test Show Behaviour Compare
- 45. “ ” Confucio I hear and I forget. I see and I remember. I do and I understand.
- 46. THIS IS A SPEED RUN There are many more kinds of activities that can be done.
- 47. © Sunni Brown
- 48. from An Introduction to Design Thinkin Empathize Define Ideate Prototype Test
- 49. Form a team
- 50. Pick a challenge
- 54. Identify the people you want to speak to AffectedInvolved Experts
- 56. Hears Sees Thinks & Feels Pains Goals Thanks to James Macanufo
- 58. 10’ individually · alone · no speaking
- 59. share ideas
- 60. vote ideas
- 64. Test Try with another team
- 65. find another team, and share your storyboard
- 66. show and tell
- 67. WRAP UP PART V
- 68. from An Introduction to Design Thinkin Empathize Define Ideate Prototype Test
- 72. “ ” Bruno Munari To complicate is easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.