Developing digital literacy in construction management education: a design thinking led approach

Alongside the digital innovations in AEC (Architectural, Engineering and Construction) practice, are calls for a new type of digital literacy, including a new information-based literacy informed by creativity, critical analysis and the theoretical and practical knowledge of the construction profession. This paper explores the role of design thinking and the promotion of abductive problem situations when developing digital literacies in construction education. The impacts of advanced digital modelling technologies on construction management practices and education are investigated before an examination of design thinking, the role of abductive reasoning and the rise of normative models of design thinking workflows. The paper then explores the role that design thinking can play in the development of new digital literacies in contemporary construction studies. A three-part framework for the implementation of a design thinking approach to construction is presented. The paper closes with a discussion of the importance of models of design thinking for learning and knowledge production, emphasising how construction management education can benefit from them

Unpacking capabilities underlying design (thinking) process

Engineering graduates must know how to frame and solve non-routine problems. While design classes explicitly teach problem framing and solving, it is lacking throughout much of the rest of the engineering curriculum and is often relegated to capstone classes at the end of the students’ educational experience. This paper explores problem framing and solving through the lens of experiential learning theory. It captures core problem framing and solving approaches from critical, design and systems thinking and concludes with a table of learning outcomes that might be drawn upon in designing an engineering curriculum that more fully develops the problem framing and solving capabilities of its students

Designing a Design Thinking Approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Using the Co-design Process to Build Non-designer Ability in Making Visual Thinking Tools

This research is a case study of using co-design as a way of assisting the capacity building process for an Indianapolis-based community organizer. The community organizer seeks to develop a visual thinking tool for enhancing her engagement with community participants. Community organizers face a wide array of complicated challenges, addressing these kinds of challenges and social issues calls for innovative and inclusive approaches to community problem solving. The author hopes this case study will showcase itself as an example of leveraging design thinking and visual thinking to support and equip more first-line workers who are non-designers to do their community jobs with a more creative problem-solving approach

Designing a design thinking approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Collaborative Practices that Support Creativity in Design

Design is a ubiquitous, collaborative and highly material activity. Because of the embodied nature of the design profession, designers apply certain collaborative practices to enhance creativity in their everyday work. Within the domain of industrial design, we studied two educational design departments over a period of eight months. Using examples from our fieldwork, we develop our results around three broad themes related to collaborative practices that support the creativity of design professionals: 1) externalization, 2) use of physical space, and 3) use of bodies. We believe that these themes of collaborative practices could provide new insights into designing technologies for supporting a varied set of design activities. We describe two conceptual collaborative systems derived from the results of our study

Business design: strategy practice in innovation consulting

Escalating complexity of the business world establishes an organisation’s ability to innovate as its greatest competitive advantage. And as linear, rational approaches have proven insufficient for the goal, executives seek novel, creative ways to develop and realise breakthrough strategies. The concept of design thinking, centring around empathy, invention and learning, becomes instrumental in tackling business challenges and supporting innovation initiatives. By bringing about a hands-on toolkit, design professionals become well-equipped in developing offerings, improving operations and crafting strategies. Over the past decade, the discipline blending strategy with de'sign began to emerge in specialised consultancy. The large design firm, such as IDEO, Fjord and Doblin, launch strategic offering to drive business growth and align organisations. In parallel, design-led approaches thrive in innovation practices at the consulting majors, including BCG, McKinsey and Deloitte. The insider research aims to establish the relevance of business design by linking its practice to a holistic theoretical framework. Defining and describing the core approach of the discipline provides insights for both professionals and scholars at the intersection of design and strategic management

To Frame or Reframe: Where Might Design Thinking Research Go Next?

Design thinking is gaining widespread attention in the practitioner and academic literature. Successful implementation has been documented, and its value shown in empirical studies. There is little examination, however, of how design thinking practices fit with other approaches from which firms might choose to frame and solve problems such as agile, lean startup, scientific method, Six Sigma, critical thinking, and systems thinking. By digging into the basic capabilities underlying design thinking, academic researchers might better understand problem framing and solving in general and provide insight for practitioners as to where alternative approaches might be applied

A protocol study of novice interaction design behaviour in Botswana: solution-driven interaction design

Think aloud studies and protocol analysis are well-known in the field of HCI, but most often these studies focus on usability evaluations, or on the use of technology. Rarely are they used to investigate the behaviour of interaction designers. In this paper, we report on a protocol study with novice interaction designers in Botswana. Participants had just completed the design section of an undergraduate module on Interaction Design that actively promotes a problem-driven approach to the design of interactive products, yet the participants behaved in a way that is closer to a solution-driven approach. The module emphasizes user-centred design, prototyping methods to support design development, and evaluating design detail. Yet participants suggest solutions before exploring the context of use, use prototyping methods to capture, rather than to develop, designs, and do not produce detailed designs. In a problem-solving context, some of these behaviours are typical of novices, but in a design context they are also seen in experienced designers. The results presented here reveal the detail of the approach adopted by these students, and contribute to the wider debate concerning the internationalization of HCI education

Understanding and Applying Design Thinking

The intent of this project was to gain an in-depth understanding of design thinking, both by internalizing its principles and fundamentals and applying them to an actual design challenge. I began with an extensive review of the literature and also interviewed an experienced design thinking practitioner. I then completed an 8-week online course in design thinking offered by the University of Virginia, which provided instruction in a 15-step approach to design thinking as well as key tools to use in the approach. Finally, I applied this approach to a design challenge owned by a leading consultancy in New York City. I detailed key learnings I had from both applying the process as well as comparing the approach to the Thinking Skills Model of Creative Problem Solving (Puccio, Murdock, & Mance, 2007). I concluded with both professional and personal actions that I plan to take as a result of learnings from this project