| Description |
1 online resource (372 pages) |
| Series |
Understanding Innovation |
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Understanding innovation.
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| Contents |
Preface -- Contents -- Introduction: Reflections on Working Togetherâ#x80;#x94;Through and Beyond Design Thinking -- 1 In the Pursuit of Breakthrough-Innovation, Is It Necessary to Make a Critical Distinction Between Collaborating and Cooperating? -- 2 The HPI-Stanford Design Thinking Research Program -- 2.1 Program Vision and Goals -- 2.2 Road Map Through This Book -- 2.3 Part I: Modelling and Mapping Teamwork -- 2.4 Part II: Tools and Techniques for Productive Collaboration -- 2.5 Part III: Teaching, Training, Priming: Approaches to Teaching and Enabeling Creative Skills |
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2.6 Part IV: Design Thinking in Practice3 Outlook -- Theoretical Foundations of Design Thinking -- 1 John E. Arnold: Collaborator, Experimenter and Visionary -- 2 A Theory of the Creative Mindset -- 3 A Theory of Thinking Modes -- 4 A Theory of Problem Types -- 5 Theory of Creativity Blocks -- 6 Defining Creativity -- 7 A Theory of the Creative Process -- 8 A Classification of Creativity Approaches -- 9 A Theory of Creative Thinking Education and Meta-Cognitive Control -- 10 The Term â#x80;#x9C;Design Thinkingâ#x80;#x9D; in Arnold's Framework |
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11 Selected Advancements of Arnold's Creative Thinking Framework and Differences to Design ThinkingReferences -- Part I Modelling and Mapping Teamwork -- Quadratic Model of Reciprocal Causation for Monitoring, Improving, and Reflecting on Design Team Performance -- 1 Introduction -- 2 Research Objective -- 3 Model Development Process -- 3.1 Literature Review -- 3.2 Investigating Design Context and Performance Through a Graduate Design Course -- 4 Bandura's Model of Reciprocal Causation -- 5 Quadratic Model of Reciprocal Causation -- 5.1 Person -- 5.2 Behavior |
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5.3 Environment5.3.1 Physical Environment -- 5.3.2 Institutional Environment -- 5.3.3 Relational Environment -- 5.4 Artifact -- 6 Implication for Design Practice -- 7 Implications for Design Research -- References -- Breaks with a Purpose -- 1 Introduction -- 2 Related Work -- 3 Research Method -- 3.1 Interviews -- 3.2 Observations -- 4 General Findings on Break Initiation, Activities, Purpose and Problems -- 5 Characteristics of Break Activities -- 6 Mapping Break Characteristics and Break Effects |
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6.1 Level of Planning: Planned vs. Spontaneous Breaks6.2 Activity Level: Active vs. Passive Breaks -- 6.3 Social Dimension: Individual Breaks vs. Group Breaks -- 6.4 Distance to the Project: Project Related vs. Non-project Related -- 7 Discussion -- 8 Summary -- References -- Part II Tools and Techniques for Productive Collaboration -- Mechanical Novel: Crowdsourcing Complex Work Through Reflection and Revision -- 1 Introduction -- 2 Related Work -- 2.1 Collaborating Through Context-Free Tasks -- 2.2 Crowdsourcing with Global Goals in Mind -- 3 Mechanical Novel |
| Summary |
This work summarises the results of the 'Design Thinking Research Program' at Stanford University in Palo Alto, California, and the Hasso Plattner Institute in Potsdam, Germany. Offering readers a closer look at design thinking, its innovation processes and methods, it covers topics ranging from how to design ideas, methods and technologies, to creativity experiments and creative collaboration in the real world, and the interplay between designers and engineers. But the topics go beyond this in their detailed exploration of design thinking and its use in IT systems engineering fields, and even from a management perspective. The authors show how these methods and strategies actually work in companies, and introduce new technologies and their functions |
| Notes |
""3.1 Designing Workflows Based on Expert Practice"" |
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Print version record |
| Form |
Electronic book
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| Author |
Meinel, Christoph
|
|
Leifer, Larry
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| ISBN |
9783319609676 |
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331960967X |
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