In this video, on human-centred design, David Kelly discusses several projects the team at Ideo developed on behalf of clients. Kelly mirrors the comments of many authors in considering the need for fast prototyping and the role culture plays in design.
While the discussion is consistent with other design pundits, Kelly’s focus on man-machine relationships is interesting as this also plays into cultural aspects of any project.
Following on from this theme, and the need for embedding designers into a company. We also look at the process of design and innovation—the point at which we consider design has changed. Introduction at the earliest levels of any project leads us to design-thinking and is strategic (Brown & Katz, 2011).
Embedding designers throughout the design thinking space and into the three spaces of innovation allows consideration of the final product to commence earlier and at levels where decision making occurs (executive level) (Brown & Katz, 2011).
While Brown and Katz (2011) discuss a process of inspiration, ideation and implementation it is evident their system is consistent with the need-finding, period of ideation and prototyping approach by Seidel and Fixson (2013).
The need for multi-disciplinary teams within the design process has also come to the fore, many believe design is too important to be left in the hands of designers. Rather, the strategic need for the early involvement of multi-disciplinary teams is key to good design and survival of companies. This is part of a process where people are placed at the centre and take the human-centred approach outlined by Kelly in the above video (Brown & Katz, 2011; Kuratko, Goldsworthy, & Hornsby; McKinley, 2016; Seidel & Fixson, 2013).
The need for multi-disciplinary teams within the design process has also come to the fore, many believe design is too important to be left in the hands of designers. Rather, the strategic need for the early involvement of multi-disciplinary teams is key to good design and survival of companies. This is part of a process where people are placed at the centre and take the human-centred approach outlined by Kelly in the above video (Brown & Katz, 2011; Kuratko, Goldsworthy, & Hornsby; McKinley, 2016; Seidel & Fixson, 2013).
With multiple authors emulating and developing from the work of others it appears there are some common themes:
- Undertaking a design process as outlined above
- Involving multi-disciplinary teams early
- Prototyping early, AND
- Designing with people rather than fore people by taking a human-centred approach.
With design-thinking an emerging process and concept only time will tell how successful this approach is, but it for this Paramedic it feels logical and appears to be working across industries.
References
Brown, T., & Katz, B. (2011). Change by design. 28(3), 381-383. doi:10.1111/j.1540-5885.2011.00806.x
Kuratko, D., Goldsworthy, M., & Hornsby, G. The design-thinking process.
McKinley, T. (2016). Learning design thinking: Lead change in your organization. Carpenteria, CA: lynda.com.
Seidel, V. P., & Fixson, S. K. (2013). Adopting Design Thinking in Novice Multidisciplinary Teams: The Application and Limits of Design Methods and Reflexive Practices. Journal of Product Innovation Management, 30, 19-33. doi:10.1111/jpim.12061
