Acknowledgments |
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xi | |
Author |
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xiii | |
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Chapter 1 If Only There Was a Way to Make Design More Efficient |
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1 | (4) |
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SECTION I Don't Force It, Solve It! |
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5 | (172) |
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Chapter 2 Processes, Humans, and Design |
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7 | (26) |
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2.1 Processes, Humans, and Design |
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8 | (13) |
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2.2 There Is Not a Universal Recipe for Creating Design Processes |
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21 | (3) |
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2.3 All I Am Asking for Is 1 Hour |
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24 | (8) |
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2.4 So, What Is This Book About? |
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32 | (1) |
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Chapter 3 The Biggest Design Secret |
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33 | (24) |
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34 | (5) |
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3.2 There Is No Design Process without a Problem to Address |
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39 | (4) |
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3.3 The Biggest Design Secret |
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43 | (14) |
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Chapter 4 The Human-Centered Process |
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57 | (20) |
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4.1 Processes Focus on Humans |
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58 | (1) |
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4.2 Processes Should Encourage Creativity |
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59 | (6) |
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4.3 Processes Entail but Tame Chaos |
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65 | (3) |
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4.4 Processes Should Embrace Error |
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68 | (3) |
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4.5 Process Should Maintain Team Stability |
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71 | (1) |
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4.6 Processes Should Focus on Enabling Creativity Rather Than Creative Delivery |
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72 | (1) |
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4.7 Processes Should Have Memory |
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72 | (2) |
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4.8 Processes Should Encourage Personal Development |
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74 | (3) |
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Chapter 5 Let's Make a Process |
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77 | (52) |
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5.1 What Type of Process Do You Want to Make? |
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78 | (2) |
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5.2 Processes Encourage Both Analytical and Synthetical Thinking |
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80 | (2) |
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5.3 Problem Finding and Problem Solving |
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82 | (2) |
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5.4 Activities, Activity Sets, and Broader Processes |
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84 | (3) |
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5.5 Processes Offer Different Levels of Focus |
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87 | (4) |
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5.6 Process Structure Depends on Team Size |
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91 | (3) |
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5.7 Processes Vary in the Number and Granularity of Steps |
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94 | (6) |
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5.8 Processes Can Have Different Scalability and Adaptability |
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100 | (2) |
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5.9 Processes May Consist of Different Phase and Step Sequences |
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102 | (4) |
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5.10 Processes Are Human-Centered |
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106 | (3) |
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5.11 Design Processes Focus on Feasibility and Encourage Innovation |
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109 | (1) |
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5.12 Processes Should Incorporate User Research and Help Establish a Collective Memory |
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110 | (4) |
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5.13 Processes Break Silos and Encourage Co-creation |
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114 | (3) |
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5.14 Processes Focus on Short- and Long-Term Outcomes and Have Different Durations |
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117 | (2) |
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5.15 Processes Take into Account Organizational Complexity but Don't Reinforce It |
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119 | (3) |
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5.16 Design Processes Improve the Efficiency of Already Established Processes |
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122 | (1) |
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5.17 Processes Present Mitigation Strategies |
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123 | (1) |
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5.18 Representation and Form |
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124 | (5) |
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Chapter 6 The Process Core |
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129 | (18) |
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6.1 Five Important Questions |
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130 | (13) |
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143 | (4) |
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Chapter 7 Don't Force It, Play! |
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147 | (16) |
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7.1 Play Is a Serious Matter |
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148 | (6) |
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7.2 Design Processes Should Be Intrinsically Motivating |
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154 | (2) |
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156 | (7) |
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Chapter 8 An Introduction to Team Dynamics |
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163 | (14) |
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8.1 Teams Are Built, Not Designated |
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165 | (3) |
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8.2 Teams Consist of Creative Stakeholders |
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168 | (9) |
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SECTION II The Design Process Rectangle |
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177 | (70) |
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Chapter 9 How to Read This Section |
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179 | (4) |
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Chapter 10 Phase 1 -- Finding and Understanding Problems |
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183 | (16) |
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10.1 Problem Finding Is an Exploratory Process |
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184 | (1) |
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10.2 Facilitating Problem Finding |
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185 | (8) |
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10.3 Design Processes Use Narratives |
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193 | (6) |
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Chapter 11 Phase 2 -- Coming Up with Problem-Solving Strategies |
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199 | (26) |
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11.1 Divergent Thinking Strategies and Design Processes |
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200 | (15) |
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11.2 Convergent Thinking and Design Processes |
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215 | (10) |
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Chapter 12 Phase 3 -- Applying and Exploring Solutions |
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225 | (8) |
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12.1 The First Step in Solution Application and Implementation Is Communication |
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226 | (3) |
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12.2 Exploring Different Solutions |
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229 | (4) |
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Chapter 13 Phase 4 -- Assessing Solutions and Processes |
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233 | (14) |
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234 | (11) |
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245 | (2) |
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SECTION III The Creative Stakeholder's Journey |
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247 | (6) |
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Chapter 14 The Final Chapter |
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249 | (4) |
References |
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253 | (4) |
Index |
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257 | |