design thinking?
TRANSCRIPT
Design Thinking?Introduction to a methodology and mindset
Nov 6th, Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
W A R S Z A W APolitechnika Warszawska
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Solving wrong problems precisely
“How can we maximize the number of child patientscans per day while reducing the cost of anesthetizing?”
Image Credit: By ISAF Headquarters Public Affairs Office (originally posted to Flickr as 100410-F-7713A-002) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons; https://commons.wikimedia.org/wiki/File%3APreoxygenation_before_anesthetic_induction.jpg
2
Solving wrong problems precisely
“How can we maximize the number of child patientscans per day while reducing the cost of anesthetizing?”
BEST PRACTICE
General anesthesia should be preferred
in preterm or small children as safety
and success are predictable.
For optimal performance trained,
experienced and certified personnel,
appropriate drugs for the individual patient
risk profile and sufficient monitoring
equipment are essential.
Anesthesia or sedation for MRI in
children. (2010), Schulte-Uentrop L1,
Goepfert MS.
Image Credit: By ISAF Headquarters Public Affairs Office (originally posted to Flickr as 100410-F-7713A-002) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons; https://commons.wikimedia.org/wiki/File%3APreoxygenation_before_anesthetic_induction.jpg
Boundaries and scope of a problem?
3
PROBLEM SPACE
Boundaries and scope of a problem?
3
PROBLEM SPACE
Boundaries and scope of a problem?
3
PROBLEM SPACE
Boundaries and scope of a problem?
3
PROBLEM SPACE
4Image Credit: © 2011 General Electric Company (http://www.gehealthcare.com/promo/advseries/adventure_series.html)
Seeing the world through new eyes
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Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
5
Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
5
Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
5
Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
5
Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
5
Design as … Example
Problem Framing Design redefines the challenges facing the organization.
Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool
Problem Solving Design finds new opportunitiesby solving existing problems.
The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle
Form, Feature & Function Design makes things work better than they did before.
Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel
StyleDesign is the avenueto being hip and cool.
TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels
No Conscious DesignDesign has no perceivedvalue for the organization.
German Elster Tax Declaration SoftwareTV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
Competitive Advantage
Decades
Years
Quarters
Months
z
Expertise Empathy Explore ExecuteRe-Frame
SOLUTION SPACE EXPLORATION
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND
Talk to ExpertsResearch
Experience
ImmerseObserveEngage
ShareSynthesize
Point of View
BrainstormVisualizePrototype
InsightBig Idea
Sticky Takeaway
PROBLEM SPACE EXPLORATION
The ‘process’
7
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTANDUNDERSTAND OBSERVE
8Image Credit: © MIT AgeLab, Age Gain Now Empathy System; Photos by Nathan Fried-Lipski
Experience what your user might experience …
Immerse. Observe. Engage.
9Image Credit: © IDEO 2009, www.ideo.com
Experience what your user might experience …
Immerse. Observe. Engage.
10Image Credit: © IDEO 2009, www.ideo.com
Experience what your user might experience …
Immerse. Observe. Engage.
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Be a fly on the wall: The art of unobtrusive research …
Immerse. Observe. Engage.
Image Credit: © Klara Lindner for Mobisol GmbH Berlin
12Image Credit: © Klara Lindner for Mobisol GmbH Berlin
ARTIFACTS
DOING (behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS(services)
MESSAGES
12Image Credit: © Klara Lindner for Mobisol GmbH Berlin
ARTIFACTS
DOING (behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS(services)
Religion: Christian
MESSAGES
12Image Credit: © Klara Lindner for Mobisol GmbH Berlin
ARTIFACTS
DOING (behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS(services)
Religion: Christian
Workaround:Beer Cover
MESSAGES
12Image Credit: © Klara Lindner for Mobisol GmbH Berlin
ARTIFACTS
DOING (behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS(services)
Religion: Christian
Workaround:Beer Cover
Potential »Distribution Partner«
MESSAGES
13
Enlightening conversations …
Immerse. Observe. Engage.
14
Enlightening conversations …
Immerse. Observe. Engage.
Image Credit: © Klara Lindner for Mobisol GmbH Berlin
Methods triangulation
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THE RIGHTBALANCE?
What people experience.TRY: Immersion
Participatory Design
What people do.LOOK: Observations
Ethnography
What people say they do.ASK: Engagement
Contextual Interviewing
MARKET RESEARCH INSIGHTS RESEARCH
“Can you prove that?” “No, not yet, but I can inspire you.”
16Image Credit: after Polaine, A., Løvlie, L., & Reason, B. (2013). Service design: from insight to implementation. (1st ed.). Rosenfeld Media.; Lightbulb Icon → Idea designed by Björn Andersson from The Noun Project
100 People
10 Truths
10 People
100 Insights
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OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND POINT OF VIEW
19
Space serves as an important facilitator for design synthesis
War rooms
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Perspective 1 Perspective 2 Perspective 3
Capture structured data
Investment
Compatibility /Influence
Time Horizon
Provider of Services
Investment
Compatibility /Influence
Time Horizon
Group of Stakeholders
Investment
Compatibility /Influence
Time Horizon
Supplier
Investment
Compatibility /Influence
Time Horizon
Public Institution Actor
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Perspective 4 Perspective 5
Distill and explore it from a meta perspective
Personas Affinity DiagrammingCause-and-Effect- /
Flow Models
Journey Mapping Stakeholder Maps Storyboards
Physical Walk-Throughs Service Blueprints etc. ... 22
A random selection of examples
Building »models of reality«
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Making sense out of a »mess of data«
24Image Credit: © 2011 General Electric Company (http://www.gehealthcare.com/promo/advseries/adventure_series.html)
User: Kids with cancer.Need: Play and have fun. Feel like a normal child.Insight: Kids participate in everything once they perceive it as an adventure.
“How might we turn MRI scans for children(fearing »medical treatment«) into an adventure?”
25Image Credit: © Embrace (www.embraceglobal.org)
User: Young moms in poor rural areas in developing countries.Need: Always carry baby close to body equals being a good mother.Insight: Low cultural acceptance in many countries to »leave babies alone« (e.g. in incubators).
“How might we create an non-electrical infant incubator that keeps babies close to mother’s body?”
26
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND IDEATE
27
“How might we design a solar charging systemthat reduces risk and perceived risk theft?”
27
28Image Credit: Jan Schmiedgen (www.schmiedgen.eu)
What do users really expect?
Idea Generation
31
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND PROTOTYPE
Prototype fidelity and representations
32
Looks like
Works like
Interacts like
Product Service/Experience Space Story
Source: © d.School Stanford
Prototype fidelity and representations
32
Looks like
Works like
Interacts like
Product Service/Experience Space Story
Source: © d.School Stanford
33
Google Glass’ Lo-fi Prototyping
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
33
Google Glass’ Lo-fi Prototyping
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#1Experience: Augmentation
33
Google Glass’ Lo-fi Prototyping
1 DAY
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#1Experience: Augmentation
33
Google Glass’ Lo-fi Prototyping
1 DAY
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#2Options Exploring: Gesture Control#1Experience: Augmentation
33
Google Glass’ Lo-fi Prototyping
1 DAY
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#2Options Exploring: Gesture Control#1Experience: Augmentation
45 MIN
33
Google Glass’ Lo-fi Prototyping
1 DAY
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#3Try & Iterate: Shape, Size, Weight
#2Options Exploring: Gesture Control#1Experience: Augmentation
45 MIN
½ HOUR
33
Google Glass’ Lo-fi Prototyping
1 DAY
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#3Try & Iterate: Shape, Size, Weight
#2Options Exploring: Gesture Control#1Experience: Augmentation
45 MIN
Google Glass’ Hi-fi Prototyping
34Source: http://www.digitaltrends.com/wp-content/uploads/2013/05/Early-Google-Glass-prototypes.png
35
OBSERVE IDEATE PROTOTYPEPOINT OF VIEW
UNDERSTAND TEST
36Image Credit: Service Design Berlin (Martin Jordan)
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND
Going broad to go narrow
“solving” “solving”“seeking”“seeking”
PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION
Initial understanding
of problem
increasing complexity increasing certainty
Problem definition:
“reframing”
OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW
UNDERSTAND “solving” “solving”“seeking”“seeking”
PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION
Initial understanding
of problem
increasing complexity increasing certainty
Problem definition:
“reframing”
No need to fear the »model mayhem«
EMPATHIZE IDEATE
PROTOTYPE
TEST
DEFINE
Convergence-Divergence ID.IIT: Analysis-Synthesis Engine Service Design (UK) »Design Chaos«
Spirit of Creation (UK) St. Gallen d.school Potsdam IDEO (Educators Toolkit)
d.school Stanford Beckman & Barry Bill Moggridge Stanford’s d.Modes
Jeanne Liedtka and Tim Ogilvie Stanford’s Necktie Flare ID.IIT: Vijay Kumar
39
!
Diamond 1: Direction setting Diamond 2: Service design Diamond 3: Service productionCreate SelectInitiateInitiate Create Select Define Define Sustain
Vision Document
Service Blueprint
Create SelectInitiate Define
Assimilating Converging
Diverging Accommodating
ActiveExperimentation
AbstractConceptualization
ConcreteExperience
ReflectiveObservation
Imperatives
Problem Finding Solution Finding
Problem Selecting
Solution Selecting
SolutionsObservations
Frameworks
etc.
No need to fear the »model mayhem«
ABSTRACT
CO
NC
RETE
DISCOVERY INTERPRETATION IDEATION EXPERIMENTATION EVOLUTION
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
40
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
Analysis-Synthesis Model
Existing – Implicit(Current)
Preferred – Explicit(Future)
Frameworks Imperatives
SolutionsObservations
Problem Space Solution Space
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
40
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)Problem Finding
Analysis-Synthesis Model
Existing – Implicit(Current)
Preferred – Explicit(Future)
Frameworks Imperatives
SolutionsObservations
Problem Space Solution Space
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
40
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
Problem Selecting
Problem Finding
Analysis-Synthesis Model
Existing – Implicit(Current)
Preferred – Explicit(Future)
Frameworks Imperatives
SolutionsObservations
Problem Space Solution Space
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
40
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
Problem Selecting
Solution Finding
Problem Finding
Analysis-Synthesis Model
Existing – Implicit(Current)
Preferred – Explicit(Future)
Frameworks Imperatives
SolutionsObservations
Problem Space Solution Space
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
40
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
Problem Selecting
Solution Finding
Problem Finding
Solution Selecting
Analysis-Synthesis Model
Existing – Implicit(Current)
Preferred – Explicit(Future)
Frameworks Imperatives
SolutionsObservations
Problem Space Solution Space
41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
What »is«
Model of what »is«
Model of what
»could be«
What »could be«
dist
illed
to
suggest
manifest as
OBS
ERVA
TIO
NS
PRINCIPLES
PLANS
TESTS
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
What »is«
Model of what »is«
Model of what
»could be«
What »could be«
dist
illed
to
suggest
manifest as
OBS
ERVA
TIO
NS
PRINCIPLES
PLANS
TESTS
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
What »is«
Model of what »is«
Model of what
»could be«
What »could be«
dist
illed
to
suggest
manifest as
OBS
ERVA
TIO
NS
PRINCIPLES
PLANS
TESTS
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
What »is«
Model of what »is«
Model of what
»could be«
What »could be«
dist
illed
to
suggest
manifest as
OBS
ERVA
TIO
NS
PRINCIPLES
PLANS
TESTS
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
What »is«
Model of what »is«
Model of what
»could be«
What »could be«
dist
illed
to
suggest
manifest as
OBS
ERVA
TIO
NS
PRINCIPLES
PLANS
TESTS
It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis
Balancing out ‘reliability bias’ and ‘decision attitude’
42
Business People Designer
100% Reliability 100% Validity
Reliability vs. Validitya fundamental predilection gap
50/50 Mix
Martin, R. L. (2009). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.
Studies, Market research,’Past Experiences said ...
This interesting extreme Case tells Us …
Balancing out ‘reliability bias’ and ‘decision attitude’
42
Business People Designer
100% Reliability 100% Validity
Reliability vs. Validitya fundamental predilection gap
50/50 Mix
Martin, R. L. (2009). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.
Studies, Market research,’Past Experiences said ...
This interesting extreme Case tells Us …
BEST PRACTICE
General anesthesia should be preferred in
preterm or small children as safety and
success are predictable.
For optimal performance trained, experienced
and certified personnel, appropriate drugs for
the individual patient risk profile and
sufficient monitoring equipment are essential.
Anesthesia or sedation for MRI in children.
(2010), Schulte-Uentrop L1, Goepfert MS.
43
People and Human Values
Desirability
TechnologyFeasibility
Business Viability
43
People and Human Values
Desirability
TechnologyFeasibility
Business Viability
44Image Credit: © 2011-2012 General Electric Company
MRI Scan Technology
Adventure Frame
Cost Avoidance Less sedations, more patients
The culture aspect
45© 2015 - HPI School of Design Thinking, Potsdam
46
The culture aspect
© 2015 - HPI School of Design Thinking, Potsdam
The culture aspect
47© 2015 - HPI School of Design Thinking, Potsdam
48
The culture aspect
© 2015 - HPI School of Design Thinking, Potsdam
Problem Discovery Mindset+ Customer Discovery Appetite+ Structured Unstructured Process+ Encouraging Working Culture+ Sanity and Reason= Design Thinking
49My personal inadmissible and non-scientific simplification of what DT is.
Some Recommended Literature:Beckman, S. L., & Barry, M. (2007). Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50(1), 25–56.Boland Jr., R., & Collopy, F. (2004). Managing as Designing (1st ed.). Stanford: Stanford Business Books.Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation: How Design Thinking Can Transform Organizations and Inspire Innovation. New York: Harper Business.Buchanan, R. (1992). Wicked Problems in Design Thinking. Design Issues, 8(2), 5–21.Cooper, A., Reimann, R., & Cronin, D. (2007). About Face 3: The Essentials of Interaction Design (3rd ed.). Wiley.Kelley, T., & Littman, J. (2001). The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm (1st ed.). New York: Crown Business.Kelley, T., & Littman, J. (2005). The Ten Faces of Innovation: IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization. New York: Doubleday.Kimbell, L. (2009, September). Beyond Design Thinking: Design-as-practice and designs-in-practice. Presentation Paper, Saïd Business School, University of Oxford.Krippendorff, K. (2005). Semantic Turn: New Foundations for Design. Boca Raton, Fla.; London: CRC.Kuhn, T. (2012). The Structure of Scientific Revolutions: 50th Anniversary Edition (50th anniversary ed.). University of Chicago Press.Kumar, V. (2012). 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization (1. Auflage.). John Wiley & Sons.Kumar, V., & Whitney, P. (2007). Daily life, not markets: customer-centered design. Journal of Business Strategy, 28(4), 46–58.Liedtka, J. (2000). In Defense of Strategy as Design. California Management Review, 42(3), 8–30.Liedtka, J., & Ogilvie, T. (2011). Designing for growth : a design thinking tool kit for managers. New York: Columbia University Press - Columbia Business School Publishing.Martin, R. L. (2009a). The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Mcgraw-Hill Professional.
Martin, R. L. (2009b). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.Nagji, B., & Tuff, G. (2012). Managing Your Innovation Portfolio - Harvard Business Review. Harvard Business Review. Retrieved May 1, 2013, .Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st Edition.). Springer London.Owen, C. L. (2005a, May 14). Societal Responsibilities. - Growing the Role of Design. . International Conference on Planning and Design, National Cheng Kung University Tainan, Taiwan.Owen, C. L. (2005b, October 21). Design Thinking: What It Is, Why It Is Different, Where It Has New Value. . Presentation Paper, Gwanju, Korea.Owen, C. L. (2007). Design Thinking: Notes on its Nature and Use. Design Research Quarterly, 2(1), 16–27.Simon, H. A. (1996). Sciences of the Artificial (3 ed.). The Mit Press.Suri, J. F. (2005). Thoughtless Acts?: Observations on Intuitive Design (Ideo, Ed.). Chronicle Books.Ulla Johansson, J. W. The emperor’s new clothes or the magic wand? The past, present and future of design thinking. . Conference paper - peer reviewed,Verganti, R. (2009). Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean. Harvard Business Press.Wetter Edman, K. (2011, September). Service Design - A Conceptualization of an emerging Practice. Licentiate Thesis (PhD), Göteborg: Göteborgs Universitet. Konstnärliga Fakulteten. Retrieved November 4, 2011, from http://gupea.ub.gu.se/handle/2077/26679.
@Jan_Schmiedgen