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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 d.school), 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.
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.
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.
On Vimeo: Frank Chimero is a graphic designer, illustrator, teacher, maker and writer hailing from Portland, Oregon. He also teaches graphic design & typography to eager minds at Portland State University and is managing partner of graphic design blog, Thinking for a Living.
From 37signals: A recent exploration at Basecamp was a UI for adding groups or departments inside a company — such as the Marketing and HR groups inside Acme Widgets. This turned out to be a great example of how an exploration can produce an entirely different result than you originally expected.
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.
Tim Brown says the design profession is preoccupied with creating nifty, fashionable objects — even as pressing questions like clean water access show it has a bigger role to play. He calls for a shift to local, collaborative, participatory “design thinking.” · Watch video →