Challenges Best-Suited for Design Thinking

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创新的设计思维

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University of Virginia

创新的设计思维

2381 個評分

Today innovation is everyone's business. Whether you are a manager in a global corporation, an entrepreneur starting up, in a government role, or a teacher in an elementary school, everyone is expected to get lean – to do better with less. And that is why we all need design thinking. At every level in every kind of organization, design thinking provides the tools you need to become an innovative thinker and uncover creative opportunities that are there – you're just not seeing them yet. In this course, we provide an overview of design thinking and work with a model containing four key questions and several tools to help you understand design thinking as a problem solving approach. We also look at several stories from different organizations that used design thinking to uncover compelling solutions.

從本節課中

What Is Design Thinking?

Welcome to the course -- we're excited you're here! We will begin by unpacking what we mean by design thinking and why it is more effective than traditional methods when the goal is innovation. By looking at the case history of The Good Kitchen, a Denmark program for providing meals for the elderly, we will explore how the mindset and practice of the innovation team that partnered with innovation consultant Hatch & Bloom enabled them to achieve innovation and growth. We’ll also examine what kinds of challenges are best-suited for design thinking and learn about the Visualization tool, which helps bring ideas to life. By the end of this module, you'll have a better understanding of what we mean by design thinking, when to use it, and how to use the Visualization tool.

Introduction to Design Thinking14:14

What Is Design Thinking? Hear from the Experts13:16

The Good Kitchen Story14:00

Business Model Innovation5:12

Challenges Best-Suited for Design Thinking4:52

Visualization Tool7:26

與講師見面

Jeanne M. Liedtka
United Technologies Corporation Professor of Business Administration
Darden School of Business

So now we've looked at four questions and how these were used to

produce some positive outcomes in The Good Kitchen story, as well as, I know,

many other stories that I could have told you about.

But design thinking is not a kind of one size fits all solution.

Design thinking works best on particular kinds of problems.

How do I identify the kinds of problems that design thinking is really suited for

versus those that our traditional analytic tool kit is better suited for.

Well earlier Jeremy talked about the differences between mysteries and

puzzles as one way to understand the difference between the kinds of

problems design-thinking solves.

Relative to the more ordered even if more complex problems that

traditional analytics work well for.

Another way that designers have talked about this distinction between different

types of problems and which I have always found particularly helpful

is the difference between problems that are wicked versus problems that are tame.

With tame problems we start with good agreement about the definition of what

the problem is.

We often have fairly relevant data and we can determine cause and effect.

And so we can successfully use linear processes and

existing data to come up with an answer.

None of these conditions apply to wicked problems.

In wicked problems, the stakeholders involved can't even agree on

a definition of what the problem is, much less agree on a solution.

There may be a lot of data, but it's not clear whether any of it is relevent or

how, and the situation is often sufficiently complex and fluid, so

that we can't really confidently predict cause and effect.

And the only way to see if something works is to try it.

Those of us living in the US will recognize, for

instance, that health care is clearly a wicked problem that we've been trying to

solve as though it was a tame one for many decades here.

Here are a few questions to ask yourself as you consider whether the problems you

have might be wicked or tame, and so lend themselves to design thinking or not.

Well, the first question to ask is, is this problem human centered?

Design thinking is appropriate if a deep understanding of the actual people or

users involved is essential.

Linear analytic methods may be better if there are few human beings involved in

the problem or the solution.

A second question to ask is how clearly do you understand the problem itself.

If we need to explore and

perhaps build agreement even around the definition of the problem.

Design thinking, is an appropriate method?

On the other hand if we understand the problem clearly and

are sure that we're solving the right one.

Linear methods may work better.

What's the level of uncertainty,

is another important question to ask yourself.

If there are many unknowns, both large and small, and

past data is unlikely to help us, design thinking is appropriate.

If, on the other hand, the day that you've got on the past is a pretty good

predictor of the future analysis works.

Finally, I'd encourage you to think about what data is already available to you.

If there's very little relevant existing data, then design thinking is appropriate.

If, on the other hand, there are several clear sources of analogous data,

linear analytic methods may work better.

So once you're sure you have the right kind of problems and

opportunities for design thinking to address.

You're ready to roll up your sleeves and get started.

In our upcoming sessions,

we will explore a 15 step model that will walk you through the four questions and

help you think about the kinds of design tools best suited to each stage.

We've talked today about what the first few of these important steps looked like.

Steps like identifying the right kinds of problems for design thinking.

And steps like then scoping the problems correctly and keep in mind how

the good kitchen started out with too narrow a definition, and fix the menu.

We'll learn more about these tools as we go through the class.

You can always learn more about the tools and

process by turning to our book, Designing for Growth.

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