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

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constraint of existing business model: but business systems designed for efficient, so new ideas are incremental, predictable, easy to copy

Change by Design, Revised and Updated - Booktopia Change by Design, Revised and Updated - Booktopia

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. Prototyping speeds up the innovation process. From a mechanical viewpoint, prototyping is how we get to test if it'll work or break. From a consumer front, we get to test its attractiveness and if people actually want it. Experience Blueprint: framework for working out details of a human interaction. Also captures how people travel through experience in time, and describes emotive elements. Goal: identify most meaningful points & turn them into opportunities! Connects the customer experience with the business opportunityVictor Papanek’s Design for the Real World was required reading when I entered art school three decades ago, and I still recall our late-night discussions about design being for “people, not profit.”

Change by Design, Revised and Updated: How Design [EBOOK] Change by Design, Revised and Updated: How Design

For this reason, innovative solutions need to be designed with human beings at the center of the story. What could make someone's life easier or more fruitful? What truly meets the needs and desires of customers, stakeholders, or employees? These questions should be the starting point for any project. Brown explains how the 20th century saw the arrival of an industry that was designed to sell things. However, how we sell and advertise these things have changed. We’ve seen a move from simply being passive “consumers,” to being participants in the things we care about. Our author quotes Paul Saffo, who describes the 19th century as the industrial economy, the 20th century as the consumer economy, and the 21st century being a creator economy. We’ve seen a seismic shift in advertising and design, where instead of encouraging people to consume, the emphasis is on creating meaningful, participative experiences that build value. 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: Take a human-centered approach (vs existing business constraints or tech-based approach): observe real user behavior, and emotional meaning vs functional performance. 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.So design starts with the idea of focusing on people, then flows into the process of rapidly making things. We need to go from speculating and thinking about “what to build,” and move towards "build to think." Think With Your Hands, Not Just Your Head Design’s role in human behaviour is a richly documented theme. A source of much debate over the years, how we might influence behaviour change has recently been brought into stark focus as we come to terms with the Coronavirus pandemic and adjust en masse to augmented lifestyles, likely to persist for some time.

Change by Design, Revised and Updated: How Design Thinking

Human-centered design involves learning from the actual experiences of others. If people aren't able to articulate their needs, we can watch their behavior for clues. Insight is a completely different type of "need assessment" to that of analyzing data or statistics, but it ultimately leads to a more nuanced understanding of a particular problem.Divergent thinking: multiply options to create choices, widen the funnel first. Linus Pauling: "to have a good idea, you must first have lots of ideas"

Brown, T. . New York: HarperCollins.

First, there is a seemingly inexorable blurring of the line between “products” and “services,” as consumers shift from the expectation of functional performance to a more broadly satisfying experience. Second, design thinking is being applied at new scales in the move from discrete products and services to complex systems. Third, there is a dawning recognition among manufacturers, consumers, and everyone in between that we are entering an era of limits; the cycle of mass production and mindless consumption that defined the industrial age is no longer sustainable. 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! 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 needed Innovate fearlessly. Structure safe environments for brainstorming and experimentation, and cultivate a high tolerance for failure. Innovation comes when people do not see their jobs as contingent on not screwing up.

Other Articles by D. Ben Woods

Behavior change: get people to try something new by building on familiar behaviors (ex: "keep the change" program @ BofA) successful experience requires 1) active consumer participation, 2) authentic, genuine, compelling feel delivered by employees within an experience culture, 3) experiences that are well executed - designed and engineered with precision

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