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Design Thinking Improves Innovation, Efficiency & Connection!

Updated: Dec 5, 2022


















Design Thinking:



Improves Innovation, Efficiency & Connection!


According to Charles Kettering, a renowned engineer, inventor,

businessman, and owner of no fewer than 186 patents, "If you have

always done it that way, it is probably wrong." There are times when a

new process of organising work produces remarkable improvements.

By combining a variety of tools & with the realisation that workers on

the shop floor could perform much higher level work than they were

typically required to, Total Quality Management achieved this in the

manufacturing industry in th


e 1980s. When used in a work process, that

combination of instruments and knowledge can be referred to as social

technology.

Design thinking came into being as a method for developing

cutting-edge & elegant new products and technology. It is a method of

problem-solving that places the needs of the customer above all else. It

relies on empathetically observing the way individuals engage with

their surroundings and uses a hands-on, iterative process to develop

creative solutions.



The goal of design thinking is to approach complex problems from a

user-centric perspective. It is not only an ideology but also a process. It

is concentrated on achieving realistic outcomes and solutions that are:

  • Technically possible: They are capable of being transformed into useful products or procedures



  • Economically feasible: The company can afford to put them into practice;

  • User-desirable: They satisfy a genuine human need

The philosophy behind design thinking holds that one must embrace a

designer's worldview and approach the issue from the perspective of

the user to formulate novel solutions. How


ever, design thinking is all

about doing; the goal is to quickly translate your concepts into

real-world, testable products or processes


.

The concept is "human-centered," which means it makes use of data

about how users actually interact with a good or service, as opposed to

the way another person or a company believes they will interact with it.

Designers must obs


erve how users interact with a product or service in

order to be truly human-centered. They must then make adjustments

to the design to enhance the user experience. This is where design

thinking becomes "iterative." It prefers action over incessant study or

rumination, favouring moving forward in order to get prototypes out to

test.

Organizations are able to provide consumers with lasting value thanks

to design thinking. Any complex system can benefit from the process

because it:

  • Seeks to meet specific human needs

  • Focuses on ambiguous or challenging-to-define issues

  • Results in inventive solutions



  • Helps businesses operate efficiently and proficiently

Design thinking is frequently criticised by seasoned designers as being

too linear and structured. And that's unquestionably true for them.

However, managers on innovation teams are frequently not designers

and aren't accustomed to conducting in-person customer research,

immersing themselves in their viewpoints, co-creati


ng with

stakeholders, or planning and carrying out experiments. Managers can

try to adapt to these new behaviours with the aid of structure and

linearity.

As stated by Kaaren Hanson, who was formerly Facebook's design

product director and was previously Intuit's head of design innovation:

“Anytime you’re trying to change people’s beh


avior, you need to start

them off with a lot of structure, so they don’t have to think. A lot of what

we do is a habit, and it’s hard to change those habits, but having very

clear guardrails can help us.”




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