UNIT-1 DTSD
UNIT-1 DTSD
DESIGN THINKING
Software design translates the user's requirements into a 'blueprint' for building the software. It is
the link between problem space and solution space. The design represents the software architects'
understanding of how to meet the requirements.
Insight is the understanding of a specific cause and effect within a particular context. The term
insight can have several related meanings: a piece of information. The act or result of
understanding the inner nature of things or of seeing intuitively.
It helps you understand what and why something is happening. Insight helps you make better
predictions of what might happen in the future and make better decisions. Those predictions
could be around how certain trend lines are going to move into the future, or why certain
segments will continue or be different.
The design thinking process starts by looking at the needs, dreams and behaviors of people—the
end users. The team listens with empathy to understand what people want, not what the
organization thinks they want or need. The team then thinks about solutions to satisfy these
needs from the end user’s point of view.
Once the team identifies one or more solutions, they determine whether the organization can
implement them. In theory, any solution is feasible if the organization has infinite resources and
time to develop the solution. However, given the team’s current (or future resources), the team
evaluates if the solution is worth pursuing. The team may iterate on the solution to make it more
feasible or plan to increase its resources (say, hire more people or acquire specialized
machinery).
At the beginning of the design thinking process, teams should not get too caught up in the
technical implementation. If teams begin with technical constraints, they might restrict
innovation.
A desirable and technically feasible product isn’t enough. The organization must be able to
generate revenues and profits from the solution. The viability lens is essential not only for
commercial organizations but also for non-profits.
Traditionally, companies begin with feasibility or viability and then try to find a problem to fit
the solution and push it to the market. Design thinking reverses this process and advocates that
teams begin with desirability and bring in the other two lenses later.
It is an iterative process that places the needs and experiences of users at the core of the
design and development of solutions, whether they are products, services, processes, or systems.
In the last years, design thinking has left the domain of design and engineering to develop into
a stimulus for different industries of healthcare, education, and management, among others.
Envisioning organizations from all corners of the globe are exceedingly using design thinking as
a strategic instrument for the execution of innovation, the improvement of customer satisfaction,
and the humanization of problem-solving.
At the end of the 19th century, pioneers like John Dewey and William Morris laid the
groundwork for design thinking, which gained popularity over the years. Dewey’s concept of
experiential learning and problem solving as well as Morris’ consulting of design for social
effect exposed the way towards a humanistic approach to creativity and innovation
Dewey’s pragmatism was focused on the implementation of ideas as well as on the human being
to enable him to contemplate complex issues.
Raymond Loewy and Henry Dreyfuss emerged as influential proponents of industrial design,
shaping the field with their innovative approaches.
Loewy, the designer of the famous Coca-Cola bottle and Shell logo, for instance, who outlines
why minimalistic cleanness and convenience in product design matter.
Dreyfuss, on the other hand, pioneered user-centered design principles, Designers began to
work with engineers and manufacturers in a bid to not only insure that they develop products that
perform best but also that consumer resonate with them emotionally.
• The 1960s and 1970s brought the appearance of human-centered design which turned out
to be the pivotal approach focusing on the comprehension and the recognition of the
users’ needs and how to solve them in the design process.
• Herbert Simon, a well-known personality at the time, regarded decision-making as the
very core of problem-solving and suggested to bend the design of systems so as to
correspond to people’s mental models and abilities.
• Along with this, the principle of “pattern language” and “user participation” were put
forward by Christopher Alexander, focusing on the interactive nature of design and the
necessity for users to be participants in their construction processes in order to create
suitable places and structures for their needs.
• Horst Rittel, a design theorist, has given a major contribution to the development of
human-oriented design by introducing the concept ‘wicked problem’ which refers to
complex and ill-defined problems that cannot be solved immediately.
• Rittel’s work has shown that stakeholders with varied opinions and multiple- iterations
need to be incorporated in resolving such obstacles so that the design process becomes
more flexible. It also shows the way forward for a dynamic and flexible design method.
• The Stanford University’s d.school, in cooperation with governors, has been one the most
advocating contributors in higher education and for scholarship opportunities. The design
paradigm of d.school is like the IDEO’s model, although it stresses empathy a lot and
works in collaboration with its participants. It focuses on the necessity of multi-
disciplinary teams and practical learning by the constructive process of the doing the
design contests.
• The process often takes a pathway starting from empathizing, then defining the problem,
then building the prototype, then testing the prototype and more, but it mainly consists of
reframing problems and creating solutions for them.
• IDEO, one of the most successful consulting firms, brought design thinking to the
forefront through its illustrious way of conceiving the process.
• The Stanford d.school’s design thinking process, also known as the “5-step process,”
guides practitioners through five stages: Empathy, Definition, Ideation, Prototyping, and
Testing. This method is an end-user collection of observations and trials based on
systematic iterative prototyping and testing.
• Human-Centered design, also called user-centered design, came forth as a root meaning
in design thinking. This approach prioritizes understanding the needs, behaviours, and
experiences of end-users through empathetic research methods such as interviews,
observations, and usability testing. The user cantered design methodology leads the way
through the human necessity since the process focuses on solutions that are necessary, are
relevant and that have results.
It allows you to make a positive first impression on potential customers. It has been shown that
human beings form an initial impression within a couple of seconds, but it can take a lot longer
than this to alter that perception once a first impression has been made.
Design thinking has become closely associated with innovation and the creation of ground-
breaking products and services. It can be used to develop solutions for end-users, but can also
help organizations boost creativity and innovation to implement new strategies across every
business level.
The first model, called the Distinctive Concept Model, positions DT and EST as separate
concepts, each with a unique history, set of values, practical application, and methods.
The second model, the Comparative Concept Model, suggests that DT and EST are similar
underlying concepts with different applications and methods. The third model, the Inclusive
Concept Model, describes engineering systems thinking as a specific application of design
thinking, in which design thinking principles, methods, and processes are applied to complex
systems design problems.
The final model, the Integrative Concept Model, suggests that design thinking might be the
critical skill for design at both the product and system level, and that EST might not be
practically distinguishable from DT
1. The Distinctive Concept Model: The distinctive concept model of design thinking and
engineering systems thinking describes two unique concepts with different histories, values,
themes, and applications (Fig. 1). This model suggests that DT and EST were developed for
different purposes, with different guiding principles
Design thinking has origins in psychology, industrial design, and product development, and is a
method for generating innovative, user-centred products and services. Empathy is a key driver of
the design thinking process. Systems thinking, on the other hand, originated from cybernetics
and operations research and is intended to capture stock and flow structures and feedback loop
dynamics. It is system focused and used for identifying potential interactions between system
elements that might result in unintended system performance
While DT and EST have different origins, applications and approaches, both require a similar
cognitive skill set in practice: design thinkers and engineering systems thinkers alike must be
creative, flexible, curious, and emotionally intelligent. Design thinkers and engineering systems
thinkers both utilize divergent and convergent thinking strategies, use analogical, visual, and
spatial reasoning, and embrace ambiguity and emergence.
3. The Inclusive Concept Model :The inclusive concept model suggests that engineering
systems thinking might not be a standalone methodology, but rather the specific application of
design thinking principles to the design of largescale, complex engineering systems such as
software enterprise systems, aerospace vehicles, or nuclear power stations (Fig. 3).
DT and EST are both approaches for addressing design complexity, defining and solving wicked
problems, and understanding the role of cognitive and social processes on system design and
performance. Systems thinking has been described as a necessary skill for design thinking . The
key distinction here is the emphasis placed on abstraction, interdependence, and emergence in
EST, versus tangibility, prototyping, testing, and redesign in DT.
The Integrative Concept Model: The final model suggests that these philosophies might be
better understood as part of a single overarching framework with distinctions for product design,
LSCES design, and the design of services (Fig. 4)
Design thinking could be the fundamental skill required for design across all contexts and levels
of complexity; engineering systems thinking might not be distinguishable from design thinking
in practice. It is plausible that DT and EST evolved as separate concepts only because of a
methodological gap between academic design research and the practice of professional systems
engineering.
The first phase is about narrowing down the focus of the design thinking process. It involves
identifying the problem statement to come up with the best outcome. This is done through
observation and taking the time to determine the problem and the roadblocks that prevented a
solution in the past.
Once findings from your observations are collected, the next step is to shape insights by framing
those observations. This is where you can venture into the abstract by reframing the problem in
the form of a statement or question.
2. Ideate
Once the problem statement or question has been solidified—not finalized—the next step is
ideation. You can use a tool such as systematic inventive thinking (SIT) in this stage, which is
useful for creating an innovative process that can be replicated in the future.
The goal is to ultimately overcome cognitive fixedness and devise new and innovative ideas that
solve the problems you identified. Continue to actively avoid assumptions and keep the user at
the forefront of your mind during ideation sessions.
3. Develop
The third phase involves developing concepts by critiquing a range of possible solutions. This
includes multiple rounds of prototyping, testing, and experimenting to answer critical questions
about a concept’s viability.
Remember: This step isn’t about perfection, but rather, experimenting with different ideas and
seeing which parts work and which don’t.
4. Implement
The fourth and final phase, implementation, is when the entire process comes together. As an
extension of the develop phase, implementation starts with testing, reflecting on results,
reiterating, and testing again. This may require going back to a prior phase to iterate and refine
until you find a successful solution. Such an approach is recommended because design thinking
is often a nonlinear, iterative process
In this phase, don’t forget to share results with stakeholders and reflect on the innovation
management strategies implemented during the design thinking process. Learning from
experience is an innovation process and design thinking project all its own.
Increased empathy
One of the main principles of Design Thinking is empathy. By understanding the demands and
perspectives of users, designers can create truly effective and user-friendly solutions. This can
lead to better relationships with customers and increased customer loyalty.
Improved communication
Design Thinking helps teams to identify the root causes of problems. By focusing on the
underlying issues rather than just the symptoms, teams can create solutions that address the
core problems rather than just solving them.
Reduced risk
Design Thinking involves prototyping and testing solutions before they are fully implemented.
This allows teams to identify potential issues and make improvements before investing
significant time and resources. This can reduce the risk of failure and increase the chances of
success.
Increased innovation
Design Thinking encourages creativity and innovation. Using various tools and techniques,
teams can generate new ideas and develop innovative solutions. This can lead to competitive
advantages and new growth opportunities
Design Thinking can help teams better align their solutions with the business's goals. By
focusing on the needs and wants of customers, teams can create solutions that are more likely to
meet the needs of the business and contribute to its success.
Design Thinking encourages collaboration, creativity, and innovation. This can lead to increased
engagement and job satisfaction among team members. This can also result in lower turnover
rates and higher employee retention.
User Research
Understanding the needs and preferences of users is essential for creating user-friendly software.
Developers can do this by directly interacting with users, observing their behavior, and collecting
their feedback.
For instance, when creating a healthcare appointment scheduling app, user research may involve
talking to both patients and medical professionals to ensure that the app caters to their specific
needs.
User Personas
User personas are fictional representations of different user groups based on research findings.
They help developers empathize with various user needs and tailor the software accordingly.For
the healthcare app, user personas could include a busy parent, an elderly patient, and a clinic
administrator. Each persona represents a different set of needs and challenges.
User Stories
User stories are concise descriptions of how users intend to use the software, expressed from the
user’s perspective. They guide developers in prioritizing features and requirements.Take the
healthcare app example. A user story for the healthcare app might be: “As a parent, I want to
schedule appointments for my children with a few simple clicks.”
Wireframes and prototypes are simplified versions of the software that allow developers to
visualize and test ideas early on.This helps to ensure that the final product is both user-friendly
and effective.
In the above healthcare app development, wireframes and prototypes help map out the user
journey, enabling developers to determine the most intuitive and efficient way to schedule
appointments.
Usability Testing
Involving real users in usability testing is critical. Their feedback helps identify any usability
issues and refine the software’s user-friendliness.
The healthcare app in the example above undergoes usability testing where actual users attempt
to schedule appointments. Their feedback highlights any challenges they face, such as confusing
navigation or unclear buttons. Developers use this feedback to make improvements.