Image from Stefanie Di Russo.
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Design,
once a specific term to describe creating an object has now become a
common term used outside of creative disciplines. Businesses and business schools
all over the country are embracing design “thinking” as a way to
explore deep seated issues and unmet needs. Even NGOs, governments, and UNICEF are beginning to use the phrase and the methodology.
What does Design Thinking mean? It
is a process that begins by framing an issue or problem, talking with
people who are affected by the issue, coming up with a number of quick
prototype solutions, and refining the prototypes. Or put more
succinctly, “inspiration, ideation, and implementation...aimed at getting beyond assumptions that block effective solutions.”(1)
Diagram from Stefani Di Russo |
As a methodology for solving problems design thinking has its roots in many disciplines - engineering,
urban planning, graphic design and industrial design. How did all these
seemingly different disciplines combine to create to what is seen as a
“new way of thinking”? Design researcher Stefanie Di Russo created a
diagram to make sense of design’s recent history. (2)
Looking at the history of design, what stands out most to me is who is part of the design process and how they are involved.
As Di Russo explains, the 1960’s “participatory design” was a tool of
science and engineers. They drove the design process with little input
from end-users. User-testing was focused on the usability of the product
and often disregarded user need and interests. (2)
In
the 1980’s “user-centered design” emerged as designers began looking to
user needs and interests. They designed with the user in mind. Service
design extended the design approach beyond product development to
include human interactions. This approach includes looking at how users
use products and services and using those insights to create better
products or services. (2)
In
the late 1990’s Human-Centered Design began to look at products and
services as a means to an end. Ideally, products and services would
disappear into the background as people’s needs and interest were met.
Drawing on curriculum at the Stanford’s d. school,
IDEO democratized the design process by breaking Human-Centered Design
down into 3 steps - hear, create, and deliver - and created a free toolkit for anyone to use.
For me, the power of design thinking
lies in its ability to look at systemic problems with curiosity and
invite experts, the people who live with the issue on a regular basis,
to participate in crafting the solution.
A
good example of what design thinking can offer comes from a story told
by Catapult Design at a workshop I attended last summer. An NGO was
working in a slum to increase the health of residents through sewage
treatment. “Experts” in waste management went in to the neighborhoods to
observe how people were informally handling sewage waste. They observed
that people went to open areas and used them as open-air communal
toilets. Open ditches ran through the neighborhood draining these areas.
With these observations in hand, the NGO worked with engineers to
create in-house sewage treatment units. They were odorless, efficiently
took care of waste and were supplied to household by the NGO. The
problem was that no one used them.
Had
the “experts” in waste management talked with the residents about their
lives and the system that they lived in, they would have discovered
that the residents had many competing needs. One of the greatest needs
was finding alone time away from families and neighbors in the the
crowded slums. Using a toilet outside of the home was one of the few
moments each day they had to themselves and it wasn’t something that
they were willing to give up.
It is this nuanced understanding of shared human needs and desires that I hope design thinking can address in a way that creates collaborative and lasting change.