The Einstellung Effect—when preexisting knowledge or experience prevents us from considering alternative possibilities to a problem—can seriously impede a team’s innovation capacity. Here are some small steps to mitigate its effects.
In an interview with Jennifer Stencel of the Akron-Summit County Public library, I learned how a scrappy, makeshift space is transforming the library from the inside out, making it a more human-centered place for the community.
Museum professionals are the "designers" of the visitor experience, and the key to developing an engaging and human-centered experience is understanding the people for whom you are designing. These quick wins, adapted from the School Retool fellowship, are things you can do next week to build deeper empathy for visitors.
How can small arts organizations with limited budgets and lean teams leverage the power of design thinking? Learn how the Nanaimo Art Gallery on Vancouver Island is using design thinking in this interview.
I’ve observed a set of common errors that practitioners new to design thinking often make when implementing the process. By leveraging the learnings of others, you can more successfully champion, utilize, and apply design thinking.
Are you curious to hear from other practitioners who are dipping their toes into the waters of design thinking and human-centered design? We've launched a new LinkedIn group and have started a Twitter hashtag for professionals to share stories, ask questions, and join the conversation.
The Computer History Museum, in collaboration with the design firm IDEO, is using human-centered design methods to research the needs of local communities, generate creative concepts, and build consensus for a new Education Center opening in fall 2017.
What small strategies can you use to create the workplace you want? This story outlines how staff at the Getty are leveraging human-centered design practices to increase internal digital literacy and build a more joyful and human-centered culture.
Play is essential for innovation, creativity, and collaboration, and the most successful design thinkers are the ones who embrace the notion of play. In this post, I share five reasons play is critical to design thinking.
This is the second in a two-part series about running design sprints in museums. This post examines how the British Museum is experimenting with design sprints in the Product Development Group.
For a series of printed visitor guides, The Phoenix Art Museum adopted an innovative approach to content development: a design sprint. For this post, I interviewed Christian Adame, Assistant Education Director, about the sprint and what they learned.
“How do I get our director/my boss/the curators/my colleagues on board with the design thinking process?” This question touches on one of the most demanding aspects of human-centered design in museums: promoting change. In this post, I share five steps for managing up design thinking in museums.
The Coventry Transport Museum in England recently underwent a massive redevelopment effort, involving the community in an effort to better tell the stories of the people of Coventry. I spoke with Laura Musgrave from the Museum to learn more about their human-centered design process.
This guest post by Maryanna Rogers explores how museums and cultural organizations are looking outside their walls and co-designing public space with their communities.
The keynote speaker at the 2015 Museum Computer Network, Liz Ogpu, talked about the power of human-centered design and its potential for impact in museums.
Earlier this summer, I came across the Derby Museums Human-Centred Design Handbook, developed by the Derby Museums Trust in Derby, England. I spoke with Hannah Fox, Project Director, to learn more about the Museums' use of human-centered design methodologies.
This guest post is from Maureen Carroll, Ph.D., the Founder of Lime Design and a lecturer in Stanford University’s d.school and Graduate School of Education. In doing hundreds of innovation workshops, she has discovered five compelling reasons why design thinking is good for organizations.