Design thinking 101

From Nielsen Norman Group: What is design thinking and why should compa­nies care? History and back­ground plus a quick overview and visu­al­iza­tion of 6 phases of the design thinking process. Approaching problem solving with a hands-on, user-centric mindset leads to inno­va­tion, and inno­va­tion can lead to differ­en­ti­a­tion and a compet­i­tive advan­tage. · Go to Design thinking 101 →

The universal arts of graphic design

From PBS Off Book: With segments on book cover design, archi­tec­ture, and pack­aging, the video high­lights the ubiq­ui­tous nature of graphic design and how every­thing around us is designed to make us feel, think, or do some­thing. Graphic design is about much more than color theory, typog­raphy, and grids; it’s about using those tools to influ­ence human behavior. As one speaker says, “graphic design is essen­tially a language for living.” · Go to The universal arts of graphic design →

David Kelley on designing curious employees

From Fast­Com­pany: Design thinking is a process of empathizing with the end user. Its prin­cipal guru is David Kelley, founder of IDEO and the Hasso Plat­tner Insti­tute of Design at Stan­ford (other­wise known as the, who takes a similar approach to managing people. He believes lead­er­ship is a matter of empathizing with employees. In this inter­view, he explains why leaders should seek under­standing rather than blind obedi­ence, why it’s better to be a coach and a taskmaster and why you can’t teach lead­er­ship with a Power­Point presen­ta­tion. · Go to David Kelley on designing curious employees →

What does it mean to be simple?

From 52 weeks of UX: There are many defi­n­i­tions of Simplicity but Daniel Ritzen­thaler explains what does Simple actu­ally mean. Prevailing wisdom suggests that simplicity is about less…r emoval and reduc­tionism. But simplicity is really about compre­hen­sion and clarity of purpose… can we design such that people instantly under­stand what’s going on and make a confi­dent deci­sion about what to do next? To prac­ti­cally achieve simplicity we can stick to a single core idea, improve clarity over time, and use consis­tency to help users achieve effi­ciency. · Go to What does it mean to be simple? →

Kickstarter campaign for Frank Chimero’s The Shape of Design

The Shape of Design isn’t going to be a text book. The project will be focused on Why instead of How. We have enough How; it’s time for a thoughtful analysis of our prac­tice and its char­ac­ter­is­tics so we can better prac­tice our craft. After reading the book, I want you to look at what you do in a whole new light. Design is more than working for clients. · Go to Kick­starter campaign for Frank Chimero’s The Shape of Design →

Roger Martin on design thinking

Design Thinking balances analyt­ical thinking and intu­itive thinking, enabling an orga­ni­za­tion to both exploit existing knowl­edge and create new knowl­edge. A design-thinking orga­ni­za­tion is capable of effec­tively advancing knowl­edge from mystery to heuristic to algo­rithm, gaining a cost advan­tage over its competi­tors along the way. And with that cost advan­tage, it can redi­rect its design thinking capacity to solve the next impor­tant mystery and advance still further ahead of its competi­tors. In this way, the design-thinking orga­ni­za­tion is capable of achieving lasting and regen­er­ating compet­i­tive advan­tage. · Go to Roger Martin on design thinking →

How do you transform good research into great innovations?

From Fast­Com­pany: This is the first essay in a three-part series by Jon Kolko, author of the new book Exposing the Magic of Design, on how to embrace design synthesis in your orga­ni­za­tion. Design synthesis — the process of trans­lating data and research into knowl­edge — is the most crit­ical part of the design process. Yet in our popular discus­sions of design and inno­va­tion, we’ve largely ignored this funda­mental role. We engage in debates and discus­sions about process method­olo­gies (water­fall vs. agile, user-centered design vs. tech­nology-driven design) and manage­ment tech­niques (topgrading, nego­ti­a­tion), yet we rarely engage in conver­sa­tion about incu­ba­tion and trans­la­tion: making meaning out of the data we’ve gath­ered from research, as we strive for inno­va­tion. It’s as if this part of design is magical, and for us to formalize our tech­niques would somehow call atten­tion to our sleight of hand. · Go to How do you trans­form good research into great inno­va­tions? →