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Design Thinking – Networking and Telecommunications, a Review
Published in Kaushik Kumar, Muralidhar Kurni, Design Thinking, 2023
A. Kishore Kumar, P. K. Poonguzhali, T. Nivethitha
Design thinking has piqued the interest of practitioners and academics alike, as it provides a fresh approach to problem solving and innovation in the networking and telecommunications fields. Design thinking is an analytical methodology which can acquire a solution for problem definition [1] by understanding the customer needs involved, re-framing the quandary in human-centric ways by creating many new ideas, and taking a concrete approach in prototyping and trying effectively for handling complicated problems that are imprecise or unidentified. We can be successful in overcoming the difficult challenges that we face in day-to-day life using the design thinking methodologies by discerning the five steps of design thinking such as understand, classify, ideate, model, and test. As per the statement of Tim Brown, Chair of IDEO, “design thinking is a human-centered approach to innovation that employs the designer’s toolset to blend people’s wants, technology possibilities, and economic success requirements”. He constantly emphasizes the importance of design thinking. Opinion from designers may transform the business fabricate products related to the services processes and tactics to build. This systematic approach helps in design thinking that merges the desire from a customer viewpoint and the availability of practical technology with feasible cost-effectiveness. It also facilitates individuals who aren’t designers to use inventive tools to work out a variety of problems.
Introduction
Published in Cara Wrigley, Genevieve Mosely, Design Thinking Pedagogy, 2022
Cara Wrigley, Genevieve Mosely
Despite the many definitions and debate surrounding the description of design thinking (Chapter 2 presents this in depth), for the purposes of this book, the authors describe design thinking as a cognitive process that designers use, as opposed to the designed objects they produce. Design thinking is generally considered as the ability to combine empathy, creativity, and rationality to analyse problems and fit solutions to particular contexts (Wrigley & Straker, 2017). On this foundation, the contextual understanding of design thinking pedagogy has been described as concerning “the theory and practice of teaching design thinking, including the strategies, actions and judgements that inform curriculum design and delivery” (Beligatamulla et al., 2019, p. 92). As such, throughout this book, we define design thinking pedagogy as a human-centric problem-solving approach that may be used in the teaching and learning process to develop 21st century skills and enhance creativity and innovation. It encompasses both micro and macro levels of education by putting the student and their educational experience and journey both at the centre of learning and also at the centre of the institution’s business model.
Introduction to User-Centered Design
Published in Brian Still, Kate Crane, Fundamentals of User-Centered Design, 2017
Design thinking is iterative in nature, but at the heart of how it works is empathy. Designers need to have empathy for a user’s experience. As Stewart (2014) notes, Airbnb founder Brian Chesky “rents Airbnb apartments while hosting other users at his apartment” (par. 20) to better “empathize with both renters and hosts and experience the quality of consumer-producer interactions first hand.” From this participation, he learns, in an experiential fashion, what customers must do to find a place to stay, what obstacles get in the way of that effort, what tools they use, how and when they engage with those tools, and how those tools do and don’t work to aid users in accomplishing their goals. He doesn’t let his users design Airbnb for him, but he doesn’t design the application without understanding their motives and needs.
Design Thinking Framework for Integration of Transparency Measures in Time-Critical Decision Support
Published in International Journal of Human–Computer Interaction, 2022
Paul Stone, Sarah A. Jessup, Subhashini Ganapathy, Assaf Harel
Rather than develop an entirely new design framework, one of the key innovations in our approach is to map transparency considerations on to an existing, proven design framework. After consideration of several alternatives, the design thinking approach defined by Kembel (2009) was selected as the most suitable candidate as it is a widely used approach to design that covers understanding of the problem through to testing. Design thinking highlights the importance of the mindset of the designer, open and honest exchange of ideas and fast iteration of solutions and specifically addresses development of a deep understanding of the problem through empathy with stakeholders. It is often a quick process aimed at rapidly developing and testing innovative solutions to difficult problems (Kembel, 2009). In addition, the design thinking approach is highly flexible and adaptable to a wide range of design problems but offers a proven concept that designers understand (Thoring & Müller, 2011). The design thinking approach defined by Kembel (2009) differs from similar methods as it establishes empathy as the first of the five stages. The five stages of design thinking process as defined by Kembel are shown in Figure 2.
Affordances in blockchain-based financial recommendations concerned with life events and personalities
Published in Enterprise Information Systems, 2022
Ildikó Szabó, Katalin Ternai, Szabina Fodor
Design thinking is an innovative, creative and collaborative process that puts users at the heart of development. In investigating the design thinking methods, eight phases can be identified: Define, Explore, Interpret, Ideate, Prototype, Iterate, Implement and Enhance. Examined methods emphasise these phases to different degrees, but these phases can be grouped into steps (Plattner, Meinel, and Weinberg 2009) and executed in an undefined order: Understand, Observe, Point of view, Ideate, Prototype and Test. The current research aims to develop a methodological approach that enables a user-centric development of ontology-based systems. Ethnographic and representation methods (Pietro et al. 2019) were selected from the design thinking toolset to create our customised methodology of ontology-based system development. Ethnographic methods include activities that include observing situations, processes, and problems and interviewing interested parties. Representation methods such as personas and journey maps also support design thinking activities. Personas represent typical users or archetypes with common behavioural patterns. Areas of interest (e.g., processes, customer intentions, situations) can be analysed using these methods. Analysing these two methods can result in new ideas, patterns and problem areas. Brainstorming and mind maps are applied to process these outcomes and identify the main requirements for the newly developed system. Prototypes, field experiments and visualisation help share and clarify ideas and concepts (Szabó, Neusch, and Vas 2021).
Business model innovation by design: a review of design’s role in business model innovation
Published in International Journal of Design Creativity and Innovation, 2020
Scott T. Bryant, Karla Straker, Cara Wrigley
Papers categorized as ‘Design as a Methodology’ are those that were found to use the term design to represent a variety of methods for developing new BMs and achieving BMI. More specifically, the design is referred to with respect to the use of tools, workshops, and frameworks/approaches drawn directly from design methodologies and applied in the context of BMI. Articles categorized as ‘Design as a Methodology’ often have a very clear definition and process for design and BMI. There is a large range of frameworks/tools that are used, including design thinking tools, multi-criteria analysis, value mapping, prototyping, and interviews. These papers typically feature a recurring use of the Business Model Canvas as a boundary object to define and refine the development of new BMs. The use of tools and methodologies appears to be a means of achieving BMI in these papers. The outcome of the application of these tools and processes in the papers is a new (business) model that matches customer needs and internal capabilities of the form more effectively than existing models. However, in most examples in this category little evidence is provided of the suitability of this new model. More specifically, the authors appear to imply that the process of applying these tools and frameworks is proof enough that the output results in BMI.