作者：Thomas Lockwood, University of Westminster PhD, Integrated design Management.
Design Thinking 概览
设计思维本质上是以用户为中心，强调观察，协作，快速学习，视觉化点子，快速概念原型，兼商业分析，最终影响创新和商业策略的创新过程。他的目的是把消费者，设计师和商业人士整合到产品、服务或商业的设计过程上。它是想像未来状态和把产品，服务和体验带到市场上的工具。设计思维术语上来看像是应用设计师的敏感和方法解决问题，不管问题是什么样的。它不能替代专业设计师或艺术和手艺设计，但它是启发创新的一种方法。
设计思维的几个关键原则：
1.基于现场调研深入理解消费者
2.与用户和复合型团队联合协作，寻找突破性创新、显著提升和增加新价值上
3.通过视觉化，亲手体验和快速原型来加速学习，快速获得用户反馈。目标是通过快速多次的失败来获得创新。
4.原型化，可以是概念草图，粗糙的物理模块，或故事角色板，或一组场景故事等
5.并行进行商业分析，是很重要的一点。
Design Thinking / Design management / Design Leadership / Design strategy 的区别
作者的观点是， 设计思维是一种帮助发现非显性的需求或机会，帮助创建新的解决方案的方法。设计管理偏重在管理和领导设计组织，过程和设计产出物（产品、服务、沟通、环境和交互）。设计领导和设计策略更多考虑的是设计思维和设计管理的效率及产出物上。
设计思维在商业、品牌，服务设计，客户体验上
创新驱动商业的差异，设计驱动创新。
但是我们的问题已远远超越了商业问题，像MIT和哈佛在解决的问题已是系统层面的问题，像我们的食物供给系统，儿童肥胖，急救健康等，作为一个设计师和设计思考者，有这样的机会去解决这样的问题是多么的高兴，通过自己能影响和改变社会问题。
Chapter 1 Notes on the Evolution of Design Thinking: A Work in Progress
进化中的设计思维
by Craig M. Vogel, Director of Center for Design Research and Innovation, College of Design Architecture, Art and Planning, University of Cincinnati
PETER BEHRENS: CORPORATE IDENTITY AND BRAND DIFFERENTIATION
Peter Behrens (14 April 1868 – 27 February 1940) was a German architect and designer. He was important for the modernist movement, and several of the movement's leading names (including Ludwig Mies van der Rohe, Le Corbusier and Walter Gropius) worked for him in earlier stages of their careers. He was one of the first designers who tried to synthesize the two polar positions of technology and craft.
彼得·贝伦斯，德国建筑师，工业设计的先驱，第一位现代艺术设计师，是一代人的宗师，包括最著名的现代主义建筑师 密斯·范德罗（坚持”少即是多“的建筑哲学），勒·柯布西耶（功能主义之父），瓦尔特·格罗皮乌斯（包豪斯创办人），这三人都在他的工作室为他工作过。他是第一个尝试综合工艺和技术结合的设计师。
The BAUHAUS: A NEW DESIGN STRATEGY FOR EDUCATION
包豪斯：全新设计策略的教育
1919年格罗皮乌斯在德创建包豪斯，是第一所将贝伦斯的想法应用到高等教学中。密斯是最后一届校长。1930年在纳粹的压力下关闭，学校的设计师们都迁往美国，二战后包豪斯的设计哲学（平衡艺术、科学、技术、批量生产）引领美国的设计思想，随着这些人在美国各处落脚，设计的思想运动也在全美到处开花。
CORPORATE AND CONSULTING DESIGN IN THE UNITED STATES,设计协作与咨询在美国的发展
1920-1930期间和包豪斯一样有影响的美国工业和图形设计师，像 Harley Earl, Henry Dreyfuss, Walter Dorwin Teague, and Donald Desky（都是在美国出生的），这些设计师把设计协作与咨询用在实践上，与包豪斯的教育上联合影响着美国的图像和工业设计。
Harley Earl and General Motors: Market Segmentation in the Auto Industry
Harley Earl 美国首位在设计汽车上使用市场细分策略，1927-1959
Raymond Loewy, Design Consultant: Updating Existing Technology
Loewy merged aesthetics, materials, and manufacturing to transform the loud and ugly electric refrigerator of the 1920s into a modern kichen appliance. The consumer response was immediate. In one year, sales of Sears's Cold Spot increased from 65,000 to 250,000 units - without any significant change in core technology.
Henry Dreyfuss: Integrating Human Factors as a Core Component of Product Design
Dreyfuss developed a more scientific approach to human factors and integrated that perspective with product aesthetics. "to develop individuals who will be competent to change their environment to greater conformity with moral ideals." This became the basis for Dreyfuss's human-centered approach. He expressed those ideas in his 1955 book, Designing for people. Dreyfuss was a more articulate practitioner of human-centered design than was Loewy.
Paul Rand and Elliot Noyes: Corporate Identity and the International Movement
Noyes was educated as an architect at Harvard and studied under Gropius and Bauhaus furniture designer Marcel Breuer. Rand, for his part, was heavily influenced by what had come to be called the Swiss Style of graphic design and helped to build a relationship between Switzerland's Basel school of Design and Yale University.
One of the first strategic design decisions Rand and Noyes conceived for international Business Machines was to reduce its long and awkward name to IBM. Modern identities, they believed, needed to be easy to read and pronounce in all applications and all languages. The new logo and identity system was integrated with an approach to curtain wall architecture that was applied to the new buildings at IBM, as well as to the outer panel construction design of mainframe computer systems.
George Nelson and Charles and Ray Eames: System Design for Home and Work
When George Nelson was appointed design director for Herman Miller in 1945, he brought a new level of design thinking to the concept of furniture design for the home and office.
Modern office buildings were being designed using a systematic approach, and Nelson saw the interior office landscape similarly-as a potential opportunity for the application of modular design design systems. Each individual piece of furniture would act as one in a series of flexible parts with multiple configurations that would fit the modern open office that had come into being in the 1950s and '60s.
The husband-and-wife team of Charles and Ray Eames contributed some of their most important designs under this new strategy. Both of them studied at Michigan's Cranbrook Academy of Art, and both were influenced by Finnish architect Eliel Saarinen. The Eames lounge chair and airport seating solution, for Herman Miller, are two of the most influential design projects of the twentieth century.
The ideas and work of Charles and Ray Eames represent a unique and vital branch of design thinking. Their work is as powerful and influential as that of Frank Lloyd Wright; yet they are virtually unknown outside of the fields of design and architecture.
FROM PRODUCT TO ENVIRONMENT AND SOCIAL CHANGE
In 1975 Bill Hannon founded the Design Management Institute(DMI) in Boston, Massachusetts. This was the first professional organization in the world dedicated to improving the role of design in business, and helped to define design management as a new practice.
In 1976 Victor Papanek published his Design for the Real World, asking designers to see the potential of design thinking for social and environmental responsibility. He accused designers of catering to the small percentage of consumers who have everything, while ignoring those in lower income levels and emerging economies, as well as people with disabilities.
In 1982, Ralph Caplan wrote in By design that Mahatma Gandhi's concept of nonviolent protest was one of the most effective design solutions in history.
The Nobel laureate Herb Simon stated that there are really two types of science. One concerns the world humans are responsible for producing(the science of the artificial), and the other concerns the world in which humans evolved(the science of the natural).
Science, engineering, and technology factor shifts have occurred in each decade in the last century, opening new opportunities for designers. The key ingredient for business success is the presence of both an innovative CEO who sees design as an investment, not a cost, and a strategic design director or consultant who can place the value of the design at the center of the company. If either one leaves, the value of design is jeopardized. 把设计看成是投资在，是不是成本；设计策略是公司的中心；这两点缺一不可才可能在今天及未来成为创新驱动的公司。
Chapter 2 The Designful Company by Marty Neumeier
2008 Survey of Wicked Problems
- Balancing long-term goals with short-term demands
- Predicting returns on innovative concepts
- Innovating at the increasing speed of change
- Winning the war for world-class talent
- Combining profitability with social responsibility
- Protecting margins in a commoditizing industry
- Multiplying success by collaborating across silos
- Finding unclaimed yet profitable market space
- Addressing the challenge of eco-sustainability
- Aligning strategy with customer experience
A wicked problem is a puzzle so persistent, pervasive, and slippery that it can seem insoluble.
Business at bottom is not mechanical but human. Today, we find that innovation without emotion is uninteresting. Products without aesthetics are not compelling, brands without meaning are undesirable, and business without ethics is unsustainable. The management model that got us here is underpowered to move us forward. To succeed, the new model must replace the win-lose nature of the assembly line with the win-win nature of the network.
商业的底线不是机器而是人。今天，我们发现创新没有情感是没有意思的。产品不美是没有可比性的，品牌没有意义价值是不会有欲望想要的，而商业没有伦理是不可持续的。
The sure cure for Deming's diseases, as well as for the top ten wicked problems, is design. It's the accelerator for the company car, the powertrain for sustainable profits. Design drives innovation, innovation powers brand, brand builds loyalty, and loyalty sustains profits. If you want long-term profits, don't start with technology-start with design.
There are really only two main components for business success: brands and their delivery. All other activities- operations, finance, manufacturing, marketing, sales, communications, human relations, investor relations- are subcomponents.