The Experts below are selected from a list of 18279 Experts worldwide ranked by ideXlab platform
Christoph Meinel - One of the best experts on this subject based on the ideXlab platform.
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Innovation, Wicked Problems and Design Thinking
Understanding Innovation, 2019Co-Authors: Christoph MeinelAbstract:This chapter (as well as the subsequent Chap. 3) sets up the conceptual framework to help us analyse the impact of DT on large organisations. This chapter explores the relationship between the challenges organisations face today, innovation and Design Thinking. People in large organisations are interested in Design Thinking because it promises innovation. But how do innovations emerge from Design Thinking? We argue that Design Thinking supports innovation because it helps tackle complex and uncertain challenges, also called ‘wicked problems’. These types of challenges have an uncanny way of evading resolutions. In an increasingly complex and uncertain world, this chapter argues, responses to wicked problems emerge from the interplay of different professional and disciplinary perspectives. We suggest, then, to think of innovations as those solutions that successfully and creatively bring together the different insights from a range of disciplines, perspectives and professions. This, we contend, is exactly what Design Thinking enables teams to do: it provides an effective method for mobilising a wide range of disciplines, professions and perspectives for solving wicked problems.
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manifesto Design Thinking becomes foundational
2016Co-Authors: Larry J. Leifer, Christoph MeinelAbstract:With the integration of Design Thinking into engineering education, a missing link has been created between the science-focused, context-independent part of engineering and the human society focused, context-dependent aspect. The latter area has long been neglected, partly due to the uncertainty that comes with the unpredictability of human behavior. However, years of Design Thinking research have improved our understanding of the method’s underlying principles. As a result, there has been a breakdown in the skepticism toward Design. We can now instrument and quantify Design behavior, measure its impact, validate engineering work, and continuously advance our knowledge of Design Thinking and ourselves. In this paper, we argue that Design is ready to become a foundational science for engineering, alongside scientific fields such as physics, chemistry, and biology.
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Design Thinking: Expectations from a Management Perspective
Design Thinking Research, 2013Co-Authors: Holger Rhinow, Christoph MeinelAbstract:The authors present first results from an empirical study on the integration of Design Thinking in large corporations. In this article, we examine the managers’ expectations towards Design Thinking in one large software-developing corporation. Empirical results from various interviews show that managers explicitly expect Design Thinking to contribute to existing frameworks such as Lean in general and Scrum in particular. It can be assumed, that the success of Design Thinking in this corporation will therefore depend on its compatibility with those established frameworks.
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Design Thinking Research
Design Thinking Research: Studying Co-Creation in Practice, 2012Co-Authors: Greg L Kress, Mark Schar, Hasso Plattner, Christoph Meinel, Larry J. LeiferAbstract:The path of Design Thinking is filled with various idea-fragments (Baya 1996; Meinel and Leifer 2011; Sonalkar 2012). One of the core challenges faced by Design-Thinking teams is to navigate through this sea of fragments, to keep all fragments in their sights while constantly testing alternative configurations in pursuit of a concept worth investing in. During each Design Thinking operation, we are certain to face challenges. One important finding in all Design Thinking research projects is that deep Design Thinking is a synthesis challenge more than it is an ideation challenge. The path is constantly being molded and re-shaped by events and findings. Several steps along the way are sure to be different than on any previous search. Way finding is an adventure that enthrals the Design thinker and the researchers who observe closely. In time we face a moment in which a clear path forward unfolds. It is that point in the cycle where synthesis and divergent Thinking, analysis and convergent Thinking, and the nature of the problem all come together and resolution has been captured. In Design Thinking processes there is no solitary action or procedure that actually defines the process. There are as many different Design processes as there are Design thinkers.
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The Faith-Factor in Design Thinking: Creative Confidence Through Education at the Design Thinking Schools Potsdam and Stanford?
Design Thinking Research, 2012Co-Authors: Birgit Jobst, Holger Rhinow, Tilmann Lindberg, Josephine Moritz, Eva Koppen, Christoph MeinelAbstract:In this chapter, we discuss the idea of “creative confidence” as an objective of Design Thinking education as taught at the Design Thinking schools in Potsdam and Stanford. In brief, creative confidence refers to one’s own trust in his creative problem solving abilities. Strengthening this trust is a main goal of the education at the Design Thinking schools. However, there have been only few efforts to develop the concept of creative confidence in Design Thinking on a deeper and measurable level. To substantiate this discussion, we will compare creative confidence with the concept of self-efficacy and discuss this in the context of the education at the Design Thinking schools.
Nina Veflen Olsen - One of the best experts on this subject based on the ideXlab platform.
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Design Thinking and food innovation
Trends in Food Science and Technology, 2015Co-Authors: Nina Veflen OlsenAbstract:This viewpoint paper aims to discuss and exemplify how Design Thinking can contribute to innovation in the food industry. After introducing Design Thinking, I present three specific aspects capturing the core of Design Thinking: (1) Consumer Empathy, (2) Visualization and Rapid Prototyping, and (3) Collaboration. I describe how Design Thinking differs from the traditional way of Thinking within the food industry and discuss the likely outcome of a Design Thinking process.
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Design Thinking and Food Innovation
2014Co-Authors: Nina Veflen OlsenAbstract:This paper presents a new approach for food innovation—a Design Thinking approach that challenges the strong product orientation that still exists in the food industry. Consumer researchers widely believe that innovation in the food sector can be much more user oriented. Fork to Farm projects try to maximize value creation for the end user, but; unfortunately; many of these projects appeals to an undifferentiated mass market. The food industry needs to understand individual consumers and the context in which they live to be able to deliver successful new food solutions. The aim of this paper is to discuss and exemplify how Design Thinking can contribute to innovation in the food industry. After introducing the Design Thinking approach and describing an innovation project conducted within the seafood industry in Norway, four specific aspects of Design Thinking: a) Begin at the beginning, b) Take a human-centered approach, c) Try early and often, and d) Seek outside help, are discussed in more detail. I conclude that Design Thinking is a faster and cheaper way to include the voice of the consumer into the process —a learning approach that needs to be further discussed, improved and tested out within the food domain.
Larry J. Leifer - One of the best experts on this subject based on the ideXlab platform.
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manifesto Design Thinking becomes foundational
2016Co-Authors: Larry J. Leifer, Christoph MeinelAbstract:With the integration of Design Thinking into engineering education, a missing link has been created between the science-focused, context-independent part of engineering and the human society focused, context-dependent aspect. The latter area has long been neglected, partly due to the uncertainty that comes with the unpredictability of human behavior. However, years of Design Thinking research have improved our understanding of the method’s underlying principles. As a result, there has been a breakdown in the skepticism toward Design. We can now instrument and quantify Design behavior, measure its impact, validate engineering work, and continuously advance our knowledge of Design Thinking and ourselves. In this paper, we argue that Design is ready to become a foundational science for engineering, alongside scientific fields such as physics, chemistry, and biology.
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Design Thinking Research
Design Thinking Research: Studying Co-Creation in Practice, 2012Co-Authors: Greg L Kress, Mark Schar, Hasso Plattner, Christoph Meinel, Larry J. LeiferAbstract:The path of Design Thinking is filled with various idea-fragments (Baya 1996; Meinel and Leifer 2011; Sonalkar 2012). One of the core challenges faced by Design-Thinking teams is to navigate through this sea of fragments, to keep all fragments in their sights while constantly testing alternative configurations in pursuit of a concept worth investing in. During each Design Thinking operation, we are certain to face challenges. One important finding in all Design Thinking research projects is that deep Design Thinking is a synthesis challenge more than it is an ideation challenge. The path is constantly being molded and re-shaped by events and findings. Several steps along the way are sure to be different than on any previous search. Way finding is an adventure that enthrals the Design thinker and the researchers who observe closely. In time we face a moment in which a clear path forward unfolds. It is that point in the cycle where synthesis and divergent Thinking, analysis and convergent Thinking, and the nature of the problem all come together and resolution has been captured. In Design Thinking processes there is no solitary action or procedure that actually defines the process. There are as many different Design processes as there are Design thinkers.
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Design Thinking Research - Design Thinking Research
Design Thinking Research, 2011Co-Authors: Christoph Meinel, Larry J. LeiferAbstract:The path of Design Thinking is filled with various idea-fragments (Baya 1996; Meinel and Leifer 2011; Sonalkar 2012). One of the core challenges faced by Design-Thinking teams is to navigate through this sea of fragments, to keep all fragments in their sights while constantly testing alternative configurations in pursuit of a concept worth investing in. During each Design Thinking operation, we are certain to face challenges. One important finding in all Design Thinking research projects is that deep Design Thinking is a synthesis challenge more than it is an ideation challenge. The path is constantly being molded and re-shaped by events and findings. Several steps along the way are sure to be different than on any previous search. Way finding is an adventure that enthrals the Design thinker and the researchers who observe closely. In time we face a moment in which a clear path forward unfolds. It is that point in the cycle where synthesis and divergent Thinking, analysis and convergent Thinking, and the nature of the problem all come together and resolution has been captured. In Design Thinking processes there is no solitary action or procedure that actually defines the process. There are as many different Design processes as there are Design thinkers.
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Design Thinking understand improve apply
2010Co-Authors: Hasso Plattner, Christoph Meinel, Larry J. LeiferAbstract:Everybody loves an innovation, an idea that sells. But how do we arrive at such ideas that sell? And is it possible to learn how to become an innovator? Over the years Design Thinking a program originally developed in the engineering department of Stanford University and offered by the two D-schools at the Hasso Plattner Institutes in Stanford and in Potsdam has proved to be really successful in educating innovators. It blends an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services. Design Thinking creates a vibrant interactive environment that promotes learning through rapid conceptual prototyping. In 2008, the HPI-Stanford Design Thinking Research Program was initiated, a venture that encourages multidisciplinary teams to investigate various phenomena of innovation in its technical, business, and human aspects. The researchers are guided by two general questions: 1. What are people really Thinking and doing when they are engaged in creative Design innovation? How can new frameworks, tools, systems, and methods augment, capture, and reuse successful practices? 2. What is the impact on technology, business, and human performance when Design Thinking is practiced? How do the tools, systems, and methods really work to get the innovation you want when you want it? How do they fail? In this book, the researchers take a systems view that begins with a demand for deep, evidence-based understanding of Design Thinking phenomena. They continue with an exploration of tools which can help improve the adaptive expertise needed for Design Thinking. The final part of the book concerns Design Thinking in information technology and its relevance for business process modeling and agile software development, i.e. real world creation and deployment of products, services, and enterprise systems.
Falk Uebernickel - One of the best experts on this subject based on the ideXlab platform.
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The Design Thinking Lab
2020Co-Authors: Falk Uebernickel, Therese Naef, B. Pukall, Walter Brenner, Li Jiang, Bernhard SchindlholzerAbstract:The following sections are included:Creative spacesGolden rules for Design Thinking spacesWorkspaces for Design ThinkingSetting up Design Thinking workspacesRealization of Design Thinking workspacesAd-hoc Design Thinking work areasDesign Thinking labDesign Thinking floorDesign Thinking organizationDesign Thinking material listDesign Thinking toolsDesign Thinking furniture
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Design Thinking as Mindset, Process, and Toolbox
Design Thinking for Innovation, 2016Co-Authors: Walter Brenner, Falk Uebernickel, Thomas AbrellAbstract:Design Thinking is a development that has recently attracted significant attention in the management discourse. The Institute of Information Management at the University of St.Gallen, the academic home of all three authors, has been conducting Design Thinking teaching and research for 10 years. In this study, Design Thinking is defined as: mindset, process, and toolbox. As a mindset, Design Thinking is characterized by several key principles: a combination of divergent and convergent Thinking, a strong orientation to both obvious and hidden needs of customers and users, and prototyping. As a process, Design Thinking is seen as a combination of a micro- and a macro-process. The micro-process—as innovation process per se—consists of these steps: “Define the Problem”, “Needfinding and Synthesis”, “Ideate”, “Prototype” and “Test”. The macro-process consists of milestones manifested in prototypes that must fulfill defined requirements. As a toolbox, Design Thinking refers to the application of numerous methods and techniques from various disciplines: Design, but also engineering, informatics, and psychology. Today, a growing number of companies, consulting firms, and universities use Design Thinking, continuously enlarging and re-defining its meaning. At University of St.Gallen, Design Thinking is taught as a problem-based course, together with research partner companies, with more than 40 projects successfully completed over the past 10 years. Research in Design Thinking at the University of St.Gallen focuses on aspects of modeling the Design Thinking processes and corporate entrepreneurship. In the near future, Design Thinking is expected to be deployed as an innovative method in corporations and also become an integral part of management education, particularly innovation. In addition, it will be developed further at the interface of Design, Design management and engineering sciences.
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Design Thinking for Innovation - Design Thinking for Innovation
2016Co-Authors: Walter Brenner, Falk UebernickelAbstract:This book presents the full scope of Design Thinking in theory and practice, bringing together prominent opinion leaders and experienced practitioners who share their insights, approaches and lessons learned. As Design Thinking is gaining popularity in the context of innovation and information management, the book elaborates the specific interpretations and meanings of the concept in different fields including engineering, management, and information technology. As such, it offers students and professionals a sourcebook revealing the power of Design Thinking, while providing academics a roadmap for further research.
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Design Thinking for innovation
2016Co-Authors: Walter Brenner, Falk UebernickelAbstract:This book presents the full scope of Design Thinking in theory and practice, bringing together prominent opinion leaders and experienced practitioners who share their insights, approaches and lessons learned. As Design Thinking is gaining popularity in the context of innovation and information management, the book elaborates the specific interpretations and meanings of the concept in different fields including engineering, management, and information technology. As such, it offers students and professionals a sourcebook revealing the power of Design Thinking, while providing academics a roadmap for further research.
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Design Thinking das handbuch
2015Co-Authors: Falk Uebernickel, B. Pukall, Therese Naef, Walter Brenner, Bernhard SchindlholzerAbstract:Design Thinking ist mehr als nur eine neue Innovationsmethode. Es geht vielmehr darum, langfristig ein innovationsfreundliches Klima in Unternehmen und Organisationen zu verankern. Das interdisyiplinare Autorenteam hat dafur eine Art Kochbuch geschrieben, das im Berufsalltag praktisch angewendet werden kann. Dieses Buch ist fur alle, die auf moglichst schnelle und unkomplizierte Weise die Methode Design Thinking verstehen und umsetzen wollen. Der erste Teil beschreibt anschaullich, worum es bei dieser Methode eigentlich geht. Der zweite Teil des aufwendig gestalteten Buches vermittelt Schritt fur Schritt, wie Design Thinking praktisch eingesetzt werden kann. Die anschliessenden Fallbeispiele zeigen die Umsetzung in die Praxis. Die Autoren kennen Design Thinking nicht nur aus der akademischen, wissenschaftlichen Theorie, sondern aus zahlreichen langfristigen Anwendungen in Unternehmen unterschiedlichster Branchen. Profitieren Sie also von dem Wissen und fangen Sie direkt an, selbst innovativ zu werden. Das Buch zeigt Ihnen wie.
J. Paulo Davim - One of the best experts on this subject based on the ideXlab platform.
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Digital Thinking Integrated with Design Thinking
Design Thinking to Digital Thinking, 2020Co-Authors: Kaushik Kumar, Divya Zindani, J. Paulo DavimAbstract:The present chapter presents opportunities that can aid in integration of the two most important Thinking concepts: digital Thinking and Design Thinking. The rise of digital age calls for reconsideration of models for learning and hence the integration of digital Thinking into Design Thinking. Design Thinking learning resources demands change in the digital era Digital era and therefore digital Thinking approach that is interpretive and user-oriented can be used to fulfill the demands. On the other hand, Design Thinking can be employed to engage with the emerging digital tools in order to produce knowledge products whose effect can be felt by generations to come. The present chapter highlights the importance of integrating digital Thinking to Design Thinking.
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Digital Thinking Integrated with Design Thinking
Design Thinking to Digital Thinking, 2019Co-Authors: Kaushik Kumar, Divya Zindani, J. Paulo DavimAbstract:The present chapter presents opportunities that can aid in integration of the two most important Thinking concepts: digital Thinking and Design Thinking. The rise of digital age calls for reconsideration of models for learning and hence the integration of digital Thinking into Design Thinking. Design Thinking learning resources demands change in the digital era and therefore digital Thinking approach that is interpretive and user-oriented can be used to fulfill the demands. On the other hand, Design Thinking can be employed to engage with the emerging digital tools in order to produce knowledge products whose effect can be felt by generations to come. The present chapter highlights the importance of integrating digital Thinking to Design Thinking.
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Methods and Tools of Design Thinking
Design Thinking to Digital Thinking, 2019Co-Authors: Kaushik Kumar, Divya Zindani, J. Paulo DavimAbstract:Three different perspectives, i.e., viability, feasibility, and desirability, form the key elements of Design Thinking. When these overlapping spaces are addressed, the probable chances of innovation increase. One of the major attractions for business communities lies in exploring the possibilities of Design Thinking methods and tools to underpin the arising innovation within team framework. The very objective of the present chapter is the examination of different tools and methods for Design Thinking and how these can foster innovation. The identified tools can aid in generation of ideas and thereby a path to create innovative solutions within a team environment. Guidelines pertaining to the utilization of different Design Thinking tools and methods have been presented toward the end of the chapter.
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Design Thinking in Engineering Realm
Design Thinking to Digital Thinking, 2019Co-Authors: Kaushik Kumar, Divya Zindani, J. Paulo DavimAbstract:The very purpose of Design Thinking process in engineering realm is to prepare engineering graduates that can Design which itself is a complex phenomenon. The chapter starts with a brief overview on the history and the active role played by Design in domain of engineering. Several dimensions associated with Design have been presented that corroborates the fact that Design is hard to learn and teach. The chapter outlines the methodologies that aid in suitable learning of Design Thinking skills. Project-based learning approach has been explored in the chapter which is one of the most-favored models for teaching skills of Design Thinking. The chapter presents some of the future research directions before making final recommendations.