1. 10:00 – 17:30, May. 18 - 19th, 2015
デザイン思考 マスタークラス
Master Class in Design thinking
Takanori Kashino & Tamaki Nakamura, from Design Thinking Institute
Special Thanks to Stanford d.school
CC – BY – NC – SA - 3.0
27. Icons made by google and Freepik from www.flaticon.com,
all icons are licensed under CC BY 3.0
ニーズ
①発想 ②具現化 ③普及
イノベーション実現モデル
テクノロジー
ビジネスモデル
ビジネスモデル
有用性 実現性 持続性
顧客創造 市場独占 社会的行動の変革
36. デザイン思考とは?
a methodology that imbues
the full spectrum of innovation
activities with a human-
centered design ethos.
「人間中心の精神によって、イ
ノベーション活動のあらゆる側
面を満たす方法論」
Tim Brown, CEO of IDEO
写真:@tceb62 <https://twitter.com/tceb62>
40. 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
41. 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
問題解決
55. 共感とは?
By the imagination we place
ourselves in his situation, we
conceive ourselves enduring
all the same torments
「想像の中で彼/彼女の状
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)
113. 調査
"Lego Color Bricks" by Alan Chia - Lego Color Bricks. Licensed under CC BY-SA 2.0 via Wikimedia Commons - https://commons.wikimedia.org/wiki/
File:Lego_Color_Bricks.jpg#/media/File:Lego_Color_Bricks.jpg
183. 参考文献・参考資料
1. Beckman, S.L. and Barry, M. (2007) Innovation as a Learning Process: Embedding Design Thinking.
California Management Review, 50, 25‒56.
2. Drucker, P. (1974) Management. New York: Harper & Row.
3. Ericsson, K.A. (1996). The Road to Excellence: The Acquisition of Expert Performance in the Arts
and Sciences, Sports and Games. Lawrence Erlbaum Associates.
4. Fleming, Lee, Perfecting Cross-Pollination. Harvard Business Review, 00178012, Sep2004, Vol. 82,
issue 9.
5. Govindarajan,V., Trimble,C.(2012) The Other Side of Innovation: Solving the Execution Challenge,
Harvard Business Review Press.
6. Hanks, K. & Belliston, L (2006) Rapid Viz: A new method for the rapid visualization of ideas, Course
Technology.
7. Hasso Plattner Institute of Design at Stanford (d.school). The bootcamp bootleg.
8. IDEO.org, The HCD Toolkit <http://www.ideo.com/work/human-centered-design-toolkit/>
9. Judson, K., Schoenbachler, D., Gordon, G., Ridnour, R., Weilbacker, D. 2006. The new product development
process: let the voice of the salesperson be heard. Journal of Product & Brand Management 15(2/3), 194-202.
10. Kotler, Philip; Kartajaya, Hermawan; Setiawan, Iwan (2010) Marketing 3.0: From Products to
Costumers to the Human Spirit, Wiley.
11. Martin, R.(2009) The design of business, Harvard business press.
12. Meister, J.C. & Willyerd, K. (2010) The 2020 Workplace: How Innovative Companies Attract, Develop,
and Keep Tomorrow's Employees Today, HarperBusiness.
13. Neumeier, M. (2012) The designful company. Peachpit Press.
14. Patnaik, Dev. (2009) Wired to Care, FT Press.
15. Pink, D.(2006) A Whole New Mind: Why Right-Brainers Will Rule the Future, Riverhead Trade.
16. Porter, M. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
184. 参考文献・参考資料
17. Schrage, M. (1996) Cultures of Prototyping in Bringing Design to Software, Terry Winograd,1996.
18. Simon, Herbert A. (1996) The Sciences of the Artificial, The MIT press.
19. Smith, Adam. (1875) Theory of Moral Sentiments.
20. Stickdorn, M. & Schneider, J. (2010). This is Service Design Thinking. Basics ‒ Tools ‒ Cases.
Amsterdam: BIS Publishers
21. Vittorio Caggiano, Leonardo Fogassi, Giacomo Rizzolatti, Peter Thier, Antonino Casile. Mirror Neurons
Differentially Encode the Peripersonal and Extrapersonal Space of Monkeys, Science, Vol. 324, No.
5925.
22. A. トフラー(1982)『第三の波』中央公論社
23. D. ノーマン (2004)『エモーショナル・デザイン』岡本明&安村通晃&伊賀聡一郎&上野晶子訳、新曜社
24. 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
25. J. シュナイダー&J. ホール(2011)「新製品が失敗する5つの理由」『Diamondハーバード・ビジネス・レビュー』
ダイヤモンド社、36(7)、142-147
26. J. ヤング(1988)『アイデアのつくり方』 今井茂雄訳、阪急コミュニケーションズ
27. L. マッガウ(2006)『記憶と情動の脳科学』久保田競&大石高生監訳、講談社
28. P. F. ドラッカー(1993)『ポスト資本主義社会』上田惇生訳、ダイヤモンド社
29. P. F. ドラッカー(2005)『テクノロジストの条件』上田惇生訳、ダイヤモンド社
30. 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
31. 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
32. W・ブライアン・アーサー (2011)『テクノロジーとイノベーション―― 進化/生成の理論 』有賀裕二監修、日暮
雅通 訳、みすず書房
33. アンドリュー・S. グローヴ (1996)『インテル経営の秘密―世界最強企業を創ったマネジメント哲学』小林薫訳、
早川書房
remember d.t. biases towards empathy to inform definition
insights you cant get thinking about something
have to have direct experience
pulse:d.schoolの卒業生2人が開発。LinkedInに9000万ドル(約90億)で買収。2013年(Apple Design Award 2011)
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
“ . . . 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.”
写真を入れる!!!
Way to represent an idea that is testable
While many people think of a prototype as a rough version of a physical product, prototypes actually span a much wider range of artifacts and experiences, and serve a variety of purposes for designers. This slide demonstrates the range of possibilities for prototypes—scope of what can be prototyped
Two points: prototypes aren’t just THINGS, and they serve a specific purpose.
Several pics from B. Moggridge Prototyping lecture from Transformative design. Product “looks like”: http://andrewmckinney.com/assets/2009/1/22/iphone-testing.JPG; movie script: http://i253.photobucket.com/albums/hh54/Arbiter2732/HaloMovieScript02.jpghttp://i253.photobucket.com/albums/hh54/Arbiter2732/HaloMovieScript02.jpg
Prototype with a purpose.
a prototype should be designed to answer a single question. The best way to do this is to ID a variable to test: Be explicit about the variable you are testing, and bring resolution to this variable. are you trying to determine how something feels? How it looks? How a mechanism works? How a person interacts with it? Bring resolution to the variable that you are testing.
The prototype you build will be very different depending on the question you’re trying to answer/variable you’re testing.
Best practice: bring multiple prototypes, only difference being a variation on the variable you’re testing.
Prototype with a purpose.
a prototype should be designed to answer a single question. The best way to do this is to ID a variable to test: Be explicit about the variable you are testing, and bring resolution to this variable. are you trying to determine how something feels? How it looks? How a mechanism works? How a person interacts with it? Bring resolution to the variable that you are testing.
The prototype you build will be very different depending on the question you’re trying to answer/variable you’re testing.
Best practice: bring multiple prototypes, only difference being a variation on the variable you’re testing.
Tests the interactions and flows.
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!
Revisit the key points.
The resolution of your prototype should reflect where you are in the design process.
Early on, this means that all prototypes should be VERY rough!! This is important for several reasons:
it’s highly unlikely that you’ve reached a point that deserves a significant investment of your time/resources
rough prototypes are easier to iterate on the fly—you want to be able to update prototypes based on user feedback, and the more highly resolved, the more difficult that is to do in the field
You’ll get more candid feedback with a rough prototype—if you hand someone something “nice,” even if they dislike it, they’ll feel obliged to give you positive feedback
You said you were reluctant to put something made of foam and duct tape into the hands of a surgeon, but IDEO did. The doctor was trying to convey what form the needed device should take, so a designer ran out of the room, threw this together, and went back and asked, “is this what you meant?” when the surgeon held it he was able to speak to what aspects of the design he liked, didn’t, what worked and what was needed.
Prototype with a purpose.
a prototype should be designed to answer a single question. The best way to do this is to ID a variable to test: Be explicit about the variable you are testing, and bring resolution to this variable. are you trying to determine how something feels? How it looks? How a mechanism works? How a person interacts with it? Bring resolution to the variable that you are testing.
The prototype you build will be very different depending on the question you’re trying to answer/variable you’re testing.
Best practice: bring multiple prototypes, only difference being a variation on the variable you’re testing.
Don’t just tell users about an idea that you have—a prototype is an opportunity for you to create an experience for your user.
Consider how your prototype fits into the context of the user’s life, and seek to place it in its appropriate context.
Are there important psychological/emotional/physical constraints that impact a user’s experience of your prototype? Make sure you create an experience that includes these!
DAY 2 SLIDE
Jugaad innovation p.99
let the user experience the prototype: set the scene surrounding your prototype // give a short explanation to set context // act like a guide (not a lead)
observe the experience: capture what worked, and what didn’t work // see how users use and mis-use your prototype // listen more than you talk to give users a chance to interpret
engage the user: iterate on the fly to communicate learnings // ask specific, open-ended questions // remember: the user is the expert
pulse:d.schoolの卒業生2人が開発。LinkedInに9000万ドル(約90億)で買収。2013年(Apple Design Award 2011)