"Design thinking begins with what Roger Martin, the business school professor at the University of Toronto, calls integrative thinking. And that's the ability to exploit opposing ideas and opposing constraints to create new solutions. In the case of design, that means balancing desirability, what humans need, with technical feasibility, and economic viability. "
"The first of those is that design is human-centered. It may integrate technology and economics, but it starts with what humans need, or might need. What makes life easier, more enjoyable? What makes technology useful and usable? But that is more than simply good ergonomics, putting the buttons in the right place. It's often about understanding culture and context before we even know where to start to have ideas."
"Instead of starting with technology, the team started with people and culture. So if human need is the place to start, then design thinking rapidly moves on to learning by making. Instead of thinking about what to build, building in order to think. Now prototypes speed up the process of innovation. Because it is only when we put our ideas out into the world that we really start to understand their strengths and weaknesses. And the faster we do that, the faster our ideas evolve."
"Instead of seeing its primary objective as consumption, design thinking is beginning to explore the potential of participation. The shift from a passive relationship between consumer and producer to the active engagement of everyone in experiences that are meaningful, productive and profitable."
"By focusing on the needs of humans and by using prototypes to move ideas along quickly, by getting the process out of the hands of designers, and by getting the active participation of the community, we can tackle bigger and more interesting questions."
"The first step is to start asking the right questions."
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