Design Thinking

Edison and Sweat

design from the beginning...

Now, however, rather than asking designers to make an already developed idea more attractive to consumers, companies are asking them to create ideas that better meet consumers' needs and desires. The former role is tactical, and results in limited value creation; the latter is strategic, and leads to dramatic value creation.
- Tim Brown in Design Thinking

Three spaces (not steps)

• Inspiration
• Ideation
• Implementation

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Wicked Problem

Wicked Problems

• Have no definitive formulation, but every formulation of a wicked problem corresponds to a solution of the solution.
• Wicked problems have not stopping rules.

Wicked Problems (cont.)

• Solutions to wicked problems cannot be true or false, only good or bad.
• In solving wicked problems there is no exhaustive list of admissible operations.

Wicked Problems (cont.)

• For every wicked problem, there is more than one possible explanation, based on the weltanschauungen of the designer.
• Every wicked problem is a symptom of another, "higher-level" problem.

Wicked Problems (cont.)

• No formulation and solution of a wicked problem has a definitive test.
• Solving a wicked problem is not a "one shot" operation, there is room for trial and error.

Wicked Problems (cont.)

• Every wicked problem is unique.
• The wicked problem solver has no right to be wrong--they are fully responsible for their actions.
• --Richard Buchanan, Design Thinking for Wicked Problems

Design Thinking requires:

• Empathy
• Integrative thinking
• Optimism
• Experimentalism
• Collaboration