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

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If you are a designer, you would have heard most of the content of the book already and you would have experienced it in your work too!

Change by Design | Anca Elena - Academia.edu (PDF) Change by Design | Anca Elena - Academia.edu

The book adds little value to a seasoned designer, but it is useful for someone getting started in the discipline to organize their thoughts and carve out a path for them to follow.Mark of designer is willing embrace of constraints! Design thinker brings these into harmonious balance:

Behaviour change by design - UX Collective Behaviour change by design - UX Collective

how to prototype an evolving organization? Not just "re-org" - constant change, and story has to be repeated many times before people understand how it applies to them & behavior change neededOur longest standing programme, CHANGE BY DESIGN explores participatory design and planning as tools for advancing equity and deepening democracy in cities. An overarching purpose should be articulated so that the organization has a sense of direction and innovators don’t feel the need for constant supervision. CEM, здесь из проектного менеджмента... (и т.д.). Но то, КАК это всё объединено, КАК это всё вместе работает, и - главное! - какие инновационные РЕЗУЛЬТАТЫ при этом получаются - вызывает восхищение!

Change by Design : How Design Thinking Transforms Change by Design : How Design Thinking Transforms

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. 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. Design Thinking" с разными примерами удачных стартапов или компаний. Хотелось от книги каких то рекомендаций или методик, техник использования на практике "Design Thinking". 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. At the core of design thinking is its focus on understanding people. However, corporate workshops often sprint through design-thinking exercises, with participants just imagining themselves walking in the shoes of customers. While this is not the same as conducting real user research, it is at least a useful exercise to help reframe the perceptions of product teams.It is helping people to articulate the latent needs they may not even know they have, and this is the challenge of design thinkers. How should we approach it? What tools do we have that can lead us from modest incremental changes to the leaps of insight that will redraw the map? In this chapter I’d like to focus upon three mutually reinforcing elements of any successful design program. I’ll call them insight, observation, and empathy. 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