hi it is a forum posts on design thinking i attach a file you have to give me five posts on general readings or from the examples no word limit its upon you use more charts or diagram to explain than typing word... another five posts will be reply of the attached examples or posts by people you have to give another perspective of writer on that view or you can take another reading and say that i have found another things and all.. total will be 10 posts but they must be perfect and related to design thinking nothing else you can also add your view about any topic,,, topic is also attached, if you have any question just contact me as i do not have enough time please make all of them on time.. you can take any video from you tube or anything else but must reference them and each post have minimum two reference,, also send me post and the work which you have reply so i can put it on there reply. total 10 post 5- general post with given readings also you will get it from example because each post has reference so use them 5post-in reply of given posts
Hi, I need five posts on basis of readings no word limit your views must be clear, add design pictures graphs anything for more understanding, here are some of the examples which I am sending you. Read all of them you have to reply five posts in critical review, or you can say I have found this thing from another reading. Total will be 10 posts but send me posts everyday like one post today but all 10 posts must send me before Tuesday afternoon so I can post them because it is going to due on Wednesday.you have to take minimum two reference in each post. Take two reading journal anything then analysis them. I am sending you few readings and topics on which you should work.. TOPIC-1.DESIGN THINKING THEORY 2. DESIGN THINKING PRACTICE Topic No. Name of Topic Consultation Content 1 What is Design Thinking and Service Design? What is Design Thinking and Service Design? Introduction to the project, Determining the problem, wicked problems 2 Empathy Methods for gaining empathy; role playing, personas, storytelling and case studies for understanding experiences and behaviour 3 Why think Differently? DesignThinkingTools and howtheyare used. Part 2: letting loose, game play, etc. 4 Problem Definitions and Perspectives Redefinition of the problem; re-evaluation of design process based on what we have found 5 Value Creation Design Thinking Tools and how they are used. Part 2: letting loose, game play, etc. 6 Design Authorship / Codesign Design thinking exercises: playing and exploring initial concept options 7 Break Week No Lab 8 Designing for the Quadruple Bottom Line Prototyping exercises:pushing ideas to the limit 9 Understanding Design Impact Prototype development: creating an outcomes framework (serviceblueprinting) 10 Measuring Product and Service Value Concept refinement 11 Economic, Ecological and Social Challenges for Service Design Project Report preparation workshop READINGS ..ALSO YOU CAN USE YOU TUBES VIDEO- Tim Brown urges designers to think big - YouTube (PDF) Service Design, insights from nine case studies (researchgate.net) Examples of posts read them take reference from here or you can use from anywhere give me five posts like these,,, but choose five posts from them to give critical review and other writer views. Ex- innovation is increasingly recognised as imperative to survival (Crossan & Apaydin, 2010; Kelley, 2016). In recent years, Design Thinking (DT) has become endorsed as a critical approach to the innovation challenges experienced in our contemporary business environment (Carlgren et al., 2016, pp. 344; Coco et al., 2020, pp. 103). Research and various corporate giants such as Apple and IBM support the positive effects of DT methodologies on innovation performance (Carlgren et al., 2016, pp. 345; Ormsby, 2021). However, innovative processes are known for their continuous competing demands that generate conflict (Coco et al., 2020, pp. 103). Carlgren et al. specifically recognises how DT is generally discussed as a way to solve challenges, but rarely as “a challenge in itself” (2016, pp. 346). Studies indicate that implementing DT involves numerous difficulties on both an individual and organisational level (Carlgren et al., 2016, pp. 345; Coco et al., 2020, pp. 103). In particular, Coco et al. describe a “cultural clash” between the new mindsets and techniques of DT and traditional structures and systems of thinking (2020, pp. 112). Individual Challenges To encourage the use of a DT approach for innovation, DT has been introduced in tertiary education in disciplines such as management, innovation, design and development (Carlgren et al., 2016, pp. 344). A study of the introduction of DT in a management program at a leading university in Italy identified three main challenges individuals faced (outlined in Table 1) (Coco et al., 2020, pp. 103-107). Table 1: Individual Challenges with Design Thinking Challenge Description Destabilising Conflict between the demand for control and the demand for disruption. Abstracting Conflict between the demand for dealing with grounded facts and the demand for embracing the potential of new ideas. Non-deciding Conflict between the demand for deductively solving a problem and the demand for inductively generating an idea. Organisational Challenges As organisations are slowly endorsing DT, radical aspects of DT have been found challenging for firms to integrate with their existing structures and organisational culture (Bessant et al., 2014). Research based on the experience of using DT in five large firms has identified seven perceived challenges to implementing DT in an organisational environment (outlined in Table 2) (Carlgren et al., 2016, pp. 349-354). Table 2: Organisational Challenges with Design Thinking Challenge Description Misfit with Existing Processes and Structures Using DT is difficult to prioritise as it is often perceived as resource and labour intensive. The iterative style and encouraged deviation from the initial problem formulation challenges the logic of linear mainstream processes. Resulting Ideas and Concepts are Difficult to Implement Although organisations seek more innovation, their existing structures don’t always cater to innovative concepts. As such, the requirements of DT results did not always fit within an organisations existing scope or aim – sometimes are even in conflict with it. Value of DT is Difficult to Prove Minimal research is available on how to measure value in innovation projects. Most large companies’ current measurement of KPIs does not necessarily suit the ambitions of DT. DT Principles/Mindsets Clash with Organisational Culture Companies with strong risk-averse cultures have difficulties with DT’s focus on testing hypotheses, failing and learning from mistakes. Creative and ‘fun’ aspects of DT discourage people from taking the process seriously. Existing Power Dynamics are Threatened The movement of decision-making processes to a team level is perceived to reduce the authority of some managers, creating tension. Creations of specialised DT teams also question the ability of established development functions. Skills are Hard to Acquire Key tools and practices in DT, such as visualisation and qualitative user research, can be considered difficult to learn and/or understand and a barrier for daily use. Finding and integrating people with different skill sets is a challenge. Communication Style is Different Vocabulary and artistic expressions from the design world are also not always known or accepted. Presenting ideas in various unconventional visual formats can be a barrier in successfully communicating a message and receiving support. The individual and organisational challenges in implementing DT have numerous negative outcomes for individuals, groups and organisations. Predominantly, the discomfort and insecurity instigated by the new way of thinking not only slows down the process, but makes individuals incapable of generating worthy content (Coco et al., 2020, pp. 110). As a result, such negative connotations can result in power tensions, people not taking the approach seriously, limited support and DT ultimately not being used correctly or often. However, the challenges to this new approach were found to encourage more face-to-face collaboration on issues and valuable teamwork between different disciplines (Coco et al., 2020, pp. 110). Most importantly, it slowly inspired individuals to embrace a more open mindset and potentially make more informed and innovative decisions with flexibility and exploration (Coco et al., 2020, pp. 113). Although the implementation of DT has various challenges, research highlights that as a creative and radical process, “struggle is functional to the process of triggering innovative ideas” (Coco et al., 2020, pp. 103). It is also implied that the implementation and use of DT can be unique for different fields, organisations and cultures. As there are many ways of implementing DT, there is a strong need to adapt (Carlgren et al., 2016, pp. 358). By accepting struggles and transitioning to a more flexible culture based on collaboration and experimentation, individuals and organisations constrained by existing traditional values may better cope with innovative challenges (Coco et al., 2020, pp. 104). References Bessant, J., Öberg, C., & Trifilova, A. (2014). Framing problems in radical innovation. Industrial Marketing Management, 43, 1284–1292. https://doi.org/10.1016/j.indmarman.2014.09.003 Carlgren, L., Elmquist, M., & Rauth, I. (2016). The challenges of using design thinking in industry – experiences from five large firms. Creativity and Innovation Management, 25(3), 344-362. https://doi-org.libproxy.murdoch.edu.au/10.1111/caim.12176 Coco, N., Calcagno, M., & Lusiani, M. (2020). Struggles as triggers in a design-thinking journey. Creativity and Innovation Management, 29(S1), 103–115. https://doi-org.libproxy.murdoch.edu.au/10.1111/caim.12384 Crossan, M.M. and Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies, 47, 1154–1191. https://doi.org/10.1111/j.1467-6486.2009.00880.x Kelley, T. (2016). The art of innovation : Lessons in creativity from IDEO, America’s leading design firm. Profile Books. Ormsby, E. (2021). Intro to Design Thinking Lecture [PowerPoint slides]. myMurdoch Learning. Permalink Discuss this topic (0 replies so far) 2.Design Thinking and the Waste Isolation Pilot Plant by Saskia Mortimore - Tuesday, 20 April 2021, 6:28 PM The Waste Isolation Pilot Plant (WIPP) is an underground facility in New Mexico, designed tp hold all of the waste produced by the research and development of the United States' nuclear weapons. Nuclear waste is a very tricky thing to deal with. It cannot be destroyed; we can only wait for it to naturally decay, which can take a long, long time. Radioactive elements have a 'half-life', the amount of time is takes for the element to decay by half. The half-life of Uranium-238, the most abundant uranium isotope, has a half-life of 4.46 billion years. The trick is, the shorter the amount of time radioactive material takes to naturally decay, the more dangerous alpha particles they emit at once. My main interest in WIPP lies in the details of its development. WIPP is expected to store this highly dangerous nuclear waste long after the people who create the waste, and even worked in the facility, are gone. The plan goes as such; somewhere between 2025 and 2035, when the caverns are full, they will be collapsed and sealed with 13 layers of concrete and soil. After approximately 75 years, natural salt beds will have seeped into every possible crack and crevasse. At least, that's the plan. However, how to safely store this nuclear waste isn't even the biggest hurdle. The real concern is how to make sure no future humans never unearth it. So we finally get to the part I find most interesting. Since 1983, archaeologists, linguists, graphic artists, anthropologists, futurists, science fiction writers, and more, have worked with the Department of Energy (DOE) to find methods of making sure our unwitting descendants don't unleash nuclear armageddon on themselves in 10,000 years time. While this may seem as simple as throwing up a sign that says 'Stay Away! Deadly