"A culture that believes that it is better to ask forgiveness afterward rather than permission before, that rewards people for success but gives them permission to fail, has removed one of the main obstacles to the formation of new ideas." (Tim Brown, "Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation", 2009)
"Although it can at times seem forbiddingly abstract, design
thinking is embodied thinking - embodied in teams and projects, to be sure, but
embodied in the physical spaces of innovation as well."
"Although it might seem as though frittering away valuable
time on sketches and models and simulations will slow work down, prototyping
generates results faster."
"Anything tangible that lets us explore an idea, evaluate it, and push it forward is a prototype."
"Design has the power to enrich our lives by engaging our
emotions through image, form, texture, color, sound, and smell. The
intrinsically human-centered nature of design thinking points to the next step:
we can use our empathy and understanding of people to design experiences that
create opportunities for active engagement and participation."
"Design thinking taps into capacities we all have but that
are overlooked by more conventional problem-solving practices. It is not only
human-centered; it is deeply human in and of itself. Design thinking relies on
our ability to be intuitive, to recognize patterns, to construct ideas that
have emotional meaning as well as functionality, to express ourselves in media other
than words or symbols."
"Just as it can accelerate the pace of a project, prototyping
allows the exploration of many ideas in parallel. Early prototypes should be
fast, rough, and cheap. The greater the investment in an idea, the more
committed one becomes to it. Overinvestment in a refined prototype has two
undesirable consequences: First, a mediocre idea may go too far toward
realization - or even, in the worst case, all the way. Second, the prototyping
process itself creates the opportunity to discover new and better ideas at
minimal cost."
"Mostly we rely on stories to put our ideas into context and
give them meaning. It should be no surprise, then, that the human capacity for
storytelling plays an important role in the intrinsically human-centered
approach to problem solving, design thinking."
"Prototypes should command only as much time, effort, and
investment as is necessary to generate useful feedback and drive an idea
forward. The greater the complexity and expense, the more 'finished' it is
likely to seem and the less likely its creators will be to profit from
constructive feedback - or even to listen to it. The goal of prototyping is not
to create a working model. It is to give form to an idea to learn about its
strengths and weaknesses and to identify new directions for the next generation
of more detailed, more refined prototypes. A prototype’s scope should be
limited. The purpose of early prototypes might be to understand whether an idea
has functional value."
"Prototyping at work is giving form to an idea, allowing us to learn from it, evaluate it against others, and improve upon it." (Tim Brown, "Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation", 2009)
"Prototyping is always inspirational - not in the sense of a
perfected artwork but just the opposite: because it inspires new ideas.
Prototyping should start early in the life of a project, and we expect them to
be numerous, quickly executed, and pretty ugly."
"Since openness to experimentation is the lifeblood of any creative organization, prototyping - the willingness to go ahead and try something by building it - is the best evidence of experimentation."
"The project is the vehicle that carries an idea from concept
to reality."
"Traditionally, one of the problems with architectural design
is that full-scale prototyping is virtually impossible because it is just too
expensive."
"To be sure, prototyping new organizational structures is
difficult. By their nature, they are suspended in webs of interconnectedness.
No unit can be tinkered with without affecting other parts of the organization.
Prototyping with peoples’ lives is also a delicate proposition because there
is, rightly, less tolerance for error. But despite this complexity, some
institutions have taken a designer’s approach to organizational change."
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