Human-centred problem solving

Design Thinking

A non-linear, human-centred approach to problem-solving and innovation that begins by understanding people, challenges assumptions and develops alternatives through making, testing and learning.

01

A way of thinking.

Design thinking is often described as a recent methodology associated with collaborative workshops and Post-it notes. Its foundations, however, extend across science, philosophy, mechanical engineering, architecture, computer simulation, integrative thinking, systems thinking, artificial intelligence and human cognition.

Thinkers including Buckminster Fuller, Bill Moggridge, Bruce Archer, Robert McKim, Herbert Simon, Nigel Cross, Jane Fulton Suri, Peter Rowe, Graham Douglas and Rolf Faste contributed to its development. In the 1960s, Herbert Simon characterised design not simply as a physical process, but as a way of thinking.

02

Working with wicked problems.

In 1992, Richard Buchanan connected Horst Rittel’s concept of wicked problems with design thinking in his essay Wicked Problems in Design Thinking. Buchanan proposed design as a way to engage with persistent, extraordinarily difficult challenges.

By 2005, Stanford’s d.school, guided by David Kelley, was teaching design thinking as an approach to technical and social innovation. Tim Brown and IDEO subsequently introduced the approach widely into business practice.

03

A non-linear process.

Design thinking consists of organic, fluid and overlapping phases grounded in human-centred design. The phases provide a scaffold rather than a fixed formula, helping teams develop responses that people desire, that are technically feasible and that make sense as viable propositions.

The work requires continuous problem definition, in-depth research and repeated iteration. Teams move back and forth between phases as evidence grows, understanding changes and ideas are refined.

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