# 202102042048 book notes - Change by Design, Tim Brown Created on [[04-02-2021]] Source: Change By Design, Tim Brown. (Google Play Store - https://play.google.com/books/reader?id=JdSpKQAAAEAJ ) ---- ## Introduction: The power of design thinking** ![[202310170914 What is Design Thinking]] A competent designer can always improve upon last year’s new widget, but an interdisciplinary team of skilled design thinkers is in a position to tackle more complex problems. -- Introduction. Change By Design, by Tim Brown. **Linear thinking is about sequences; mind maps are about connections.** - The same mind that thought of the problem, can't see the solutions. - Introduction. Change By Design, by Tim Brown. ## Part 1. What is design thinking? ### 1 Getting Under Your Skin, or How Design Thinking is About More Than Style -The story about Japanese bicycle company, Shimano experience of using design thinking principles. An interdisciplinary team, found out that majority of people are intimidated by the complexity of adult bicycles designed a simple bicycle. Not only came out with a new product, they developed an experience campaigns, in-store experience, collaboration with local governments/organization, design public relations campaign etc to take care of the whole human experience. #### three spaces of innovation ![[202310170917 In Design Thinking, the different processes are overlapping spaces with no clear orderly linear steps]] **Design thinking is an exploratory process. Every new discovery can lead to upgrading, improvement of current ideas/prototype.** - In contrast to the champions of scientific management at the beginning of the last century, design thinkers know that there is no “one best way” to move through the process. There are useful starting points and helpful landmarks along the way, but the continuum of innovation is best thought of as a system of overlapping spaces rather than a sequence of orderly steps. We can think of them as inspiration, the problem or opportunity that motivates the search for solutions; ideation, the process of generating, developing, and testing ideas; and implementation, the path that leads from the project room to the market. ![[202310170919 Design Thinking encourages prototype fast, learn fast and improve from failure]] **The design thinking's open-ended, open-minded, and iterative process may feel, chaotic but over time it make sense and achieves results. Linear, milestone-based processes can lead to boredom and loss of talented people. Rivals can easily copy.** - Insofar as it is open-ended, open-minded, and iterative, a process fed by design thinking will feel chaotic to those experiencing it for the first time. But over the life of a project, it invariably comes to make sense and achieves results that differ markedly from the linear, milestone-based processes that define traditional business practices. In any case, predictability leads to boredom and boredom leads to the loss of talented people. It also leads to results that rivals find easy to copy. It is better to take an experimental approach: share processes, encourage the collective ownership of ideas, and enable teams to learn from one another. **Design thinking accepts and brings competing constraints into harmonious balance**. - The willing and even enthusiastic acceptance of competing constraints is the foundation of design thinking. - A competent designer will resolve each of these three constraints, but a design thinker will bring them into a harmonious balance. **The three Constraints are Feasibility, Viability and Desirability.** - Constraints can best be visualized in terms of three overlapping criteria for successful ideas: feasibility (what is functionally possible within the foreseeable future); viability (what is likely to become part of a sustainable business model); and desirability (what makes sense to people and for people). [[202102052018 Design thinking seeks to harmonious the constraints of Feasibility, Viability and Desirability]] **What set design thinking team apart is the emphasis on fundamental human needs, even as it manages different project constraints and objectives.** - Design teams will cycle back through all three considerations throughout the life of a project, but the emphasis on fundamental human needs—as distinct from fleeting or artificially manipulated desires—is what drives design thinking to depart from the status quo. **The usual way of business or problem solving methods are incremental. Trading innovation for increment. Often, we are short sighted and cannot see the value.** - teams of researchers will discover a new way of doing something and only afterward will they think about how the technology might fit into an existing business system and create value. As Peter Drucker showed in his classic study Innovation and Entrepreneurship, reliance on technology is hugely risky. Relatively few technical innovations bring an immediate economic benefit that will justify the investments of time and resources they require. This may explain the steady decline of the large corporate R&D labs such as Xerox PARC and Bell Labs that were such powerful incubators in the 1960s and ’70s. Today, corporations instead attempt to narrow their innovation efforts to ideas that have more near-term business potential. They may be making a big mistake. By focusing their attention on near-term viability, they may be trading innovation for increment. **We really need to know what the people need, not imagining or wishfulness, if not we will create products/solutions no one desire.** - an organization may be driven by its estimation of basic human needs and desires. At its worst this may mean dreaming up alluring but essentially meaningless products destined for the local landfill—persuading people, in the blunt words of the design gadfly Victor Papanek, “to buy things they don’t need with money they don’t have to impress neighbors who don’t care.”....the primary focus on one element of the triad of constraints, rather than the appropriate balance among all three, may undermine the sustainability of the overall program. ^d2fe92 #### the project [[06-02-2021]] Read the chapter one. My summary is that - the design brief (or the project charter) is important. Not too limiting, but not too vauge and broad. Can always improve on it as the project gather more clarity. - design thinking wrap in the life of a project. Project got an end date and deliverables. Working within [[202102052018 Design thinking seeks to harmonious the constraints of Feasibility, Viability and Desirability]] can create creative energy and focus. - both physical and cultural aspect of the organisation matters, to cultivate the culture of creativity. For people to collaborate with each other - Better to have smaller teams in the beginning then large team, that slow down the creative process. - T-shape people are important members of the interdisciplinary team in design thinking. - T-shape people are related to the idea of being a polymath [[Book Note Polymath, Hollins peter]] people who are not afraid to branch out of their area of expertise. - Design is not just the work of creating something beautiful, but it should move up the leadership, into boardroom. It is decision makers now who need to embrace design thinking to come out with innovative ideas. - Anyone can learn to think design. That means thinking systemically, and broadly. - Note [[HOPES Project Index]] -- wrote in OneNote, i listed the different components in the function of case management, and "relapse detection" is one of the components. # Chapter 2 Converting Need into Demand, or Putting People First [[202310181631 There is no right or wrong behaviors only what is meaningful]] ^9c1854 Why is it so hard to spot a need and design a response? **Simply asking what people want such as in a focus group, rarely yield important insights because they do not know what they want. ** - "Henry Ford understood this when he remarked, “If I’d asked my customers what they wanted, they’d have said ‘a faster horse.’” This is why traditional techniques such as focus groups and surveys, which in most cases simply ask people what they want, rarely yield important insights. The tools of conventional market research can be useful in pointing toward incremental improvements, but they will never lead to those rule-breaking, game-changing, paradigm-shifting breakthroughs that leave us scratching our heads and wondering why nobody ever thought of them before.” - Change by Design, Tim Brown **Usual way of focus group, market research usually just lead to incremental improvements. ** - "The tools of conventional market research can be useful in pointing toward incremental improvements, but they will never lead to those rule-breaking, game-changing, paradigm-shifting breakthroughs that leave us scratching our heads and wondering why nobody ever thought of them before." **Our real goal is to help people articulate the latent needs that they may not even know they have. This is similar to [[202011011510 Wishes are expression of desired states. Ask the wish behind the wish.]]** - "Our real goal, then, is not so much fulfilling manifest needs by creating a speedier printer or a more ergonomic keyboard; that’s the job of designers. It is helping people to articulate the latent needs they may not even know they have, and this is the challenge of design thinkers." **The tools, proposed to understand customer's latent needs can be found on three mutually reinforcing elements: Insight, Observation, and Empathy.** -"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." Crosslink - [[202103082101 What is Empathy? It is connecting with the emotion that someone is experiencing, not the event or the circumstance]] # insight: learning from the lives of others Insight is the first step. It is the spark, triggers, problem-statement. **Learn about what people really need by having insight, through observing actual experience and how people improvise and solve problems.** "Insight is one of the key sources of design thinking, and it does not usually come from reams of quantitative data that measure exactly what we already have and tell us what we already know. A better starting point is to go out into the world and observe the actual experiences of commuters, skateboarders, and registered nurses as they improvise their way through their daily lives."[[202102082003 By observing people we gain insight into their creative resourcefulness]] ^a25dc6 **Be curious about what people did, their behavior, to understand the "why", and reason behind them. It may reveal the "wish behind the wish"** Their actual behaviors, however, can provide us with invaluable clues about their range of unmet needs. **People go about their day unconsciously solving problems. Design Thinkers have to observe those behaviours which provide clues about the range of unmet needs.** - A better starting point is to go out into the world and observe the actual experiences of commuters, skateboarders, and registered nurses as they improvise their way through their daily lives. The psychologist Jane Fulton Suri, one of the pioneers of human factors research, refers to the myriad “thoughtless acts” people perform throughout the day: the shopkeeper who uses a hammer as a doorstop; the office worker who sticks identifying labels onto the jungle of computer cables under his desk. Rarely will the everyday people who are the consumers of our products, the customers for our services, the occupants of our buildings, or the users of our digital interfaces be able to tell us what to do. Their actual behaviors, however, can provide us with invaluable clues about their range of unmet needs. **Design is a creative process, which means the solution is NEW. Never before, and it comes from observations.** In a design paradigm, however, the solution is not locked away somewhere waiting to be discovered but lies in the creative work of the team. The creative process generates ideas and concepts that have not existed before. These are more likely to be triggered by observing the odd practices of an amateur carpenter or the incongruous detail in a mechanic’s shop than by hiring expert consultants or asking “statistically average” people to respond to a survey or fill out a questionnaire. The insight phase that helps to launch a project is therefore every bit as critical as the engineering that comes later, and we must take it from wherever we can find it. **Design thinking is about relationships. Between products to people, and ultimately people to people.** The evolution from design to design thinking is the story of the evolution from the creation of products to the analysis of the relationship between people and products, and from there to the relationship between people and people. [[202102082006 Design thinking is about relationships. Between products to people, and ultimately people to people]] **Story of a plus size woman who broke assumption of the image of a dance instructor** To begin with the assumption that all fat people want to be thin, that weight is inversely proportional to happiness, or that large size implies lack of discipline is to prejudge the problem. ==What other assumptions and prejudgment of problems am i holding?== **Develop a curiosity and interest to observe people, to gain insight.** The easiest thing about the search for insight—in contrast to the search for hard data—is that it’s everywhere and it’s free. ## Observation: Watching what people don't do, listening to what they don't say ### 3 A Mental Matrix, or “These People Have No Process!” ### 4 Building to Think, or The Power of Prototyping ### 5 Returning to the Surface, or The Design of Experiences ### 6 Spreading the Message, or The Importance of Storytelling ## Part 2. Where do we go from here? ### 7 Design Thinking Meets the Corporation, or Teaching to Fish ### 8 The New Social Contract, or We’re All in This Together ### 9 Design Activism, or Inspiring Solutions with Global Potential ## Designing tomorrow - today 1. **How design thinking is about more than style** People recall how happy they were riding bike as a child - human experience.  3 spaces of innovation - no linear path to success: It loops around these 3 spaces. Iterative.  Inspiration - problem statement Ideation - generating ideas, testing, developing implementation - from project room to market.Keep team nimble and small - “fail early to succeed sooner”. Don’t follow “logical” steps, but adjust and change when not suitable. But design is also about meeting constraints - Charles Eames.  Foundational to Design Thinking to embrace constraint, and work within those to design: Desirability Viability Feasibility Sound self-evident, but it’s not. Company build business to be efficient - incremental, predictable. The problem is, if too focus on the near-future, we may lose focus on the future, true innovation of the future.  The Project Accord design in project, which has a beginning, middle and end - clear goal at onset. With project management, natural deadlines, review progress. Need to be well-defined, which is vital to sustain high level creative energy.  The brief (Very important) An hypothesis, a question…  Well constructed brief will allow serendipity, unpredictability, because it allow creativity to take place. Not too broad, not to restrictive.. and adjust midcourse, can guide the project team.  2. **Putting people first** 3. **“These people have no process!”** 4. **The power of prototyping** 5. **The design of experiences** 6. **The importance of storytelling** **Part 2. Where do we go from here?** 1. **Teaching to fish** 2. **We’re all in this together** 3. **Inspiring solutions with global potential** 4. **Today**