Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation (英語) ハードカバー – 2009/10/1
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The subject of “design thinking” is the rage at business schools, throughout corporations, and increasingly in the popular press—due in large part to the work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business.
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.
Change by Design explains design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs, not only with what is technically feasible, but what is viable to the bottom line. Design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and more creative.
Introduced a decade ago, the concept of design thinking remains popular at business schools, throughout corporations, and increasingly in the popular press—due in large part to work of IDEO, the undisputed world leading strategy, innovation, and design firm headed by Tim Brown. As he makes clear in this visionary guide—now updated with addition material, including new case studies, and a new introduction—design thinking is not just applicable to so-called creative industries or people who work in the design field. It’s a methodology that has been used by organizations such as Kaiser Permanente, to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or Kraft, to rethink supply chain management.
Change by Design is not a book by designers for designers; it is a book for creative leaders seeking to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.
“Brown writes with a winning combination of thoughtfulness, pragmatism and enthusiasm... He avoids the trap of presenting design thinking as a panacea. Mr. Brown charts its failures as well as successes…” (New York Times)
“It’s like getting golf tips from Tiger Wood’s coach. Tim Brown’s firm IDEO has won more medals for innovative design than anyone in the world. If you want to be more innovative at work or in life, study with the coach of champions.” (Chip Heath, co-author of Made to Stick)
“In his new book, the CEO of design shop IDEO shows how even hospitals can transform the way they work by tapping frontline staff to engineer change.” (BusinessWeek)
“This should be mandatory reading for marketers and engineers who can’t understand why a product as cool as the Segway wasn’t a breakout hit.” (Inc.)
“Tim Brown has written the definitive book on design thinking. Brown’s wit, experience, and compelling stories create a delightful journey. His masterpiece captures the emotions, mindset, and methods required for designing everything from a product, to an experience, to a strategy in entirely different ways.” (Robert I. Sutton, author of The No Asshole Rule)
“With people like Brown codifying design thinking, the tools are out there to solve our problems if a few people are willing to attack them with that sort of tenacity.” (Core77)
“Tim Brown’s vision, intellect, empathy and humility shine through every page of this book. Change by Design is for dreamers and doers, for corporate executives and NGO leaders, for teachers, students and those interested in the art of innovation.” (Jacqueline Novogratz, founder, Acumen Fund and author, The Blue Sweater)
“Design thinking... is a way of seeing the world and approaching constraints that is holistic, interdisciplinary, and inspiring.” (Ivy Ross, executive vice president of marketing, The Gap)
“Brown is clear, persuasive, and often funny... Even for those of us without our own sovereign nation or blue-chip corporation, design thinking offers a guide for rethinking and organizing our everyday creative processes.” (SEED)
“Brown makes a potent case for employing this creative collaboration in a variety of settings.” (Miami Herald)
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Unfortunately, this statement on page 17 mirrored my experience with the book: predictable writing leads to boredom and boredom leads to a loss of attention.
There’s no compelling story or message. The writing lacks fire. Stories of IDEO’s successes are unconvincing and uninteresting for lack of detail. The cover design, the hand-drawn “mind map” on the inside front cover, and the slightly unusual pagination all suggest a forced quirkiness without purpose.
If the book were bold in its design or in its writing that might cover for the thin material inside, but the presentation is so mild and hesitant it’s hard to share the author’s enthusiasm.
If you’ve attended a design or engineering meeting in which an earnest colleague explains the obvious at length, and with relish, then you’ve already read this book.
I’d like to say that there is a better book buried inside this one, and that “design thinking” could prove a useful methodology if delivered by a more skilled writer, but whatever useful nuggets might be found here are expressed more coherently, and more usefully, in other books about design.
If you haven’t yet read Donald Norman’s book The Design of Everday Things, read that. Cherish it. Use it to swat away people who invite you to watch inspirational videos. Read it again rather than read a lesser book. Then try The Visual Display of Quantitative Information by Edward Tufte.
Norman’s and Tufte’s books are well written. They should piss you off a little bit because they open your eyes to how terribly designed many products are. You’ll be different after reading those books. You won’t want to change the world after reading those books; you’ll want to fix it. You won’t find many more books like them.
Although I have respect for IDEO, and nothing against the author of this book, I can’t recommend buying it. If you find my copy in a Little Free Library, then it could be worth some time flipping through. But in general your time would be better spent reading books about design that appear on numerous “best of” lists.
But, in many places in the book I found Tim wondering around aimlessly and that sometimes confused me, and many times made my journey of this read difficult. Maybe because he has the mind of a designer and design thinking could easily look like an aimless journey.. and coping with a mind of designer along a creative path is by nature an unpredictable experience. Besides, I wish Tim goes for a refresh on the book as 2008 is too old for an era of digital transformation and disruption.
In my opinion, "design thinking" is a bad name for a way of work that has evolved over time and in many areas that hardly can be claimed as belonging to it. Empathy and human-centered approaches, observation, brainstorming, experimentation, and prototyping are all ways of work and development that you can find in many disciplines such as design, strategy, software, training, problem-solving, and many more. Being a bad name is because of two reasons: it emphasizes "thinking" and ignores "doing", and it mentally (not actually) attaches it to design while it applies to many other areas. But I guess "design thinking" is made to stick, and I have no real issue with that.
I would recommend this book for those who would like to explore the topic and at the same be cautious of its fuzzy nature.
So, if you want a book that describes what to expect from IDEO should you happen to hire them to help you with a particular customer enablement challenge, this book is for you and you should think of it as a five star book. It would also rate it highly as a book to give to a superstar employee in whom you are going to invest the bucks to send them to the Stanford d School's "Bootcamp" program. But if you want a guide to the application of design thinking to give to your troops, avoid this book like the plague. I would rate it as something lower than one star for that purpose.