5 Reasons Why Design Thinking is Good for Organizations
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.
Lean and smart human-centered design: three lessons from the Grand Rapids Art Museum
How is design thinking being implemented in smaller museums? Recently I spoke with Jon Carfagno, the Director of Learning and Audience Engagement at the Grand Rapids Art Museum, or GRAM, about how the museum is taking a human-centered approach to the development of everything from strategic planning to in-gallery experiences.
5 critical success factors for organizational innovation: IDEAS
This article was adapted and reposted with permission from Eric W. Stein’s blog. Eric is an Associate Professor of Management Science and Information Systems at Penn State, and his areas of research and expertise […]
Selling the benefits of design thinking to your organization
This guest post is from Jack Ludden, Head of the Web Group and New Media Development at the J. Paul Getty Trust. Jack and his team help the entire Getty organization better manage, transform and present content on a multitude of digital distribution channels.
You can’t innovate innovation
You can’t innovate in the abstract. This should be obvious by analogy: you don’t learn to bake in the abstract. You learn by baking blueberry muffins, devils food cake, popovers, meringues, sourdough bread, and cherry pie, getting better and more inventive as you start to understand how baking works. You’ll only get better and better at your innovation process, whether it’s design thinking or something else, as you try pointing it at different problems.
Empathy as the starting point for innovation
One of the core principles of design thinking is its focus on human values at every stage of the process. And empathy for the people for whom you’re designing is fundamental to […]
Flip the Script: Design Thinking on the Museopunks podcast
What role does design and design thinking play in museum innovation? Museopunks, a monthly podcast in which passionate practitioners tackle prominent issues and big ideas facing museums in the modern age, digs into one of the "secret themes" that emerged out of Museums and the Web 2013 in the latest episode: design. Episode 2, Flip the Script , explores how museums can think about design, and what role empathy plays in this process. The hosts and producers of Museopunks, Suse Cairns and Jeffrey Inscho, interviewed me and Scott Gillam, Manager, Web Presence of Canadian Museum for Human Rights, for this episode.
Stepping into the “continuum of innovation”: kicking-off design thinking in your museum
I've had numerous inquiries from colleagues at institutions around the world about how to get started with design thinking at home. To step into into this "continuum of innovation," there are some strategies and approaches you can implement to kick-off the process and start infusing the design thinking ethos into your work culture. Some of these are more attitudinal, while others are tactical.
Upcoming design thinking workshops for K-12 educators
In the past few days, I learned of three design thinking workshops for K-12 educators at various museums.
Getting out there: a bias towards action
Holding back and striving for perfection is how many museums and cultural institutions approach new digital projects. Months, or years, go by before we "get out there."
Why design thinking for museums?
When I signed up for an Executive Education course offered through Stanford’s Hasso Plattner Institute of Design, or the "d.school," I didn't really know much about design thinking--or how it was relevant to museums. In fact, I didn't know what I was getting into.
How to interview visitors for empathy
This post is adapted from internal trainings I led at SFMOMA and a paper authored for the Museums and the Web conference. The power of doing empathy work with real visitors had a major impact on the internal SFMOMA team. The mere act of moving from abstracted discussions about “the public” to interactions with real, live museum visitors was incredibly powerful.