1. 2015年9月15日 10:00 – 17:30
デザイン思考 入門クラス
Entry Class in Design thinking
一般社団法人デザイン思考研究所 柏野尊徳/中村珠希
Special Thanks to Stanford d.school
CC – BY – NC – SA - 3.0
13. Design Thinking Institute
デザインとは?
Everyone designs who devises courses of
action aimed at changing existing
situations into preferred ones
「現状をより良い状態へ変えることを目
的に行動方針を考える人は、みなデザイ
ンをしている」
Herbert A. Simon(1996)
The sciences of the artificial
14. Design Thinking Institute
デザインとは?
Everyone designs who devises courses of
action aimed at changing existing
situations into preferred ones
「現状をより良い状態へ変えることを目
的に行動方針を考える人は、みなデザイ
ンをしている」
Herbert A. Simon(1996)
The sciences of the artificial
問題発見
&
問題解決
20. Design Thinking InstituteDesign Thinking Institute発見:Discover
共感について
By the imagination we place
ourselves in his situation,
we conceive ourselves enduring
all the same torments
「想像の中で相手の状況に身をおき
同じ苦しみを感じること」
Adam Smith
(Theory of Moral Sentiments, I.i.1.2)
21. Design Thinking InstituteDesign Thinking Institute発見:Discover
発見の となる2つの共感
参照:Herbert Read, Read H Staff The Meaning Of Art Faber & Faber, 2004
Sympathize
同感・同情
Empathize
共感
• シンクロ
• 実体験から
• 反射的/受動的
• 中に入り込む
• 想像から
• 意識的/能動的
参照:Herbert Read, Read H Staff The Meaning Of Art Faber & Faber, 2004
60. Design Thinking Institute詳細化:Specify
インサイトに対する1つの考え方
Insights don t have to be
unmistakably correct; they have
to be thought-provoking
「インサイトは絶対に正しいもの
である必要はないが、思考を刺激
するものでなければならない。」
Luke Williams,
Professor of Marketing, NYU Stern
Photo: http://www.core77.com/posts/21629/ixda-interaction12-preview-a-conversation-with-luke-williams-21629
90. Design Thinking Institute
I like, I wish
I like:よかったことの例
「WSの・・・が良かった!」
「具体的には・・・が活かせそう!」
「・・・という点で価値があった!」
I wish:希望することの例
「WSがもう少し・・・ならよかった」
「できれば・・・したかった」
「社内で実践するなら・・・してみたい」
1人
最大2分
95. Design Thinking Institute
参考文献・参考資料
1. Fleming, Lee, Perfecting Cross-Pollination.
Harvard Business Review, 00178012,
Sep2004, Vol. 82, issue 9.
2. Hasso Plattner Institute of Design at
Stanford (d.school). The bootcamp
bootleg.
3. Kotler, Philip; Kartajaya, Hermawan;
Setiawan, Iwan (2010) Marketing 3.0:
From Products to Costumers to the
Human Spirit, Wiley.
4. Martin, R.(2009) The design of business,
Harvard business press.
5. Neumeier, M. (2012) The designful
company.
6. Patnaik, Dev. (2009) Wired to Care, FT
Press.
7. Pink, D.(2006) A Whole New Mind: Why
Right-Brainers Will Rule the Future,
Riverhead Trade.
8. Simon, Herbert A. (1996) The Sciences of
the Artificial, The MIT press.
9. Smith, Adam. (1875) Theory of Moral
Sentiments.
10. http://www.flickr.com/photos/winning-
information/2325865367/
11. F・ドゥ・ヴァール(2010)『共感の時代へ』
柴田裕之訳、紀伊國屋書店
12. T. ケリー&J. リットマン(2002)『発想する会
社!』鈴木主税&秀岡 尚子訳、早川書房
13. T. ブラウン(2010)『デザイン思考が世界を変
える』千葉敏生訳、早川書房
14. Luke Williams(2011)Disrupt: Think the
Unthinkable to Spark Transformation in
Your Business
Picture by King of Hearts<http://commons.wikimedia.org/wiki/User:King_of_Hearts>. This file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license.
Doug Dietz, an executive on the Global Design Team at GE
When he went back to GE after coming to Stanford, he started talking to his audience – end users of his product – children as young as five years old who were very sick. It turns out that many of them could not receive the care that they needed because the machines that his group designed were so scary that the little ones would not stay still. He actually saw a little girl sobbing in the hallway before getting an MRI.
The majority of young children had to be sedated – which was horrifying for not only the child but the parents.
And this is what he created. He realized that children love camp and adventure, so he created the Adventure Series, simple and cheap skins overlayed on MRI machines that allow operators to create an experience for children. Since these have been rolled out, sedation rates have plummeted (I think only a handful of children have needed it).
The interesting thing is that it wasn’t an unknown problem. Technicians could tell you that MRI machines were scary, but they assumed that was how it had to be. Doug had the courage to challenge the status quo.
Doug has actually started changing the culture of the org. He calls his design team the “Litter Box of GE” – they only want stinky problems.
Main point: Human centered, Challenge the status quo
And this is what he created. He realized that children love camp and adventure, so he created the Adventure Series, simple and cheap skins overlayed on MRI machines that allow operators to create an experience for children. Since these have been rolled out, sedation rates have plummeted (I think only a handful of children have needed it).
The interesting thing is that it wasn’t an unknown problem. Technicians could tell you that MRI machines were scary, but they assumed that was how it had to be. Doug had the courage to challenge the status quo.
Doug has actually started changing the culture of the org. He calls his design team the “Litter Box of GE” – they only want stinky problems.
Main point: Human centered, Challenge the status quo
“ . . . This is one of the few times in a design process when we have rules laid out. It may seem counter-intuitive to have rules for a mind-blowing-free-for-all-idea-fest. But these rules are actually to help be your best as a brainstorming team.”
----- 会議メモ (2015/06/16 15:38) -----
分類方法のアドバイス
We are trying to get you to change the way you might think of prototyping – instead of planning and working out your idea and then prototyping it to verify you are right, we suggest you start prototyping before you know what to do. Use prototyping as part of your process to figure out what to do.
From a project management point of view (resources): Prototyping reduces risk! Early failures are much cheaper (time and $) than late failures!