In this final part of the Design Thinking series, I highlight empathy development as a distinguishing factor in the Design Thinking approach and describe 6 reasons why some people fail to find success with Design Thinking.
All tagged Design Thinking
Design Thinking Part 4: Framing and Reframing Design Problems
Problem framing is about uncovering the actual problem worth solving – which is often hidden to everyone when the design process begins. A key part of framing and reframing is to see the problem from various perspectives and to search for best match between the problem frames and the solution candidates. This article provides the basics of problem framing and positions it as the backbone of Design Thinking.
Design Thinking Part 3: Design Thinking as a Mindset
This part of the Design Thinking series describes the mindset of expert designers. The article argues that the mindset of Design Thinking is enabling and freeing because it represents the beliefs that the designer uses to choose good design actions at appropriate times given the unique characteristics of the problem being solved.
Design Thinking Part 2: Design Thinking as a Step-by-Step Process
Design Thinking is not new. It’s been around for decades. The first attempt to turn it into a process was in 1969. Contemporary forms of that process still exist today, the most popular being the 5-step process introduced by the Stanford Design School in 2005. This article describes that process and other techniques that will help you try-out Design Thinking.
Design Thinking Part 1: Basic Concepts and Principles
Design Thinking is a powerful and popular topic, but it is also illusive and ill-defined. This article demystifies Design Thinking just enough so you can begin benefitting from what it offers. This is the first of a 5 part series on Design Thinking, where this first part provides basic definitions, view points, history, and Design Thinking exercises.
Groupthink in Design Thinking
There are a lot of reasons to seek a unanimous decision. We do it all the time to be or feel united, avoid hard feelings, increase buy-in, etc. But when the stakes are higher, and the decisions are more complicated and multi-dimensional, the last thing you want is full consensus early on in the decision-making process.