Living Guide to Social Innovation Labs
ENG
ENG
  • Introduction
  • Seeing
    • Understanding Complex Problems
      • Challenge Statements
      • Systems Thinking
      • Systems Mapping
      • Leverage Points
      • Wicked Questions
    • Design Research
      • Design Thinking
      • Ethnography
      • Interviews
      • Journey Mapping
      • Service Blueprint
      • Sensemaking
      • Dashboards
    • Systemic Design
    • Identifying and Engaging Key People
      • Stakeholders
      • Stakeholder Mapping
  • Doing
    • Co-Creation
      • Convening
        • Is Convening the Right Tool?
        • Types of Convening
      • Facilitation
      • Collective Impact
      • Ideation
    • Prototyping
      • Prototyping in a Lab Context
      • Testing
      • Types and Modalities
      • Prototyping Approaches
    • Scaling
      • Growth Thresholds
      • Scaling Up, Out, Deep
      • Tactics for Scaling
      • Scaling Strategy
    • Monitoring, Measuring and Communicating Impact
      • Types of Evaluation
      • Logic Models
      • Measures and Metrics
      • Standards of Evidence
      • Evaluating Complexity
      • Communicating Impact
  • Being
    • Innovation Labs and Process
      • Agile Project Management
      • Value Proposition
      • Theory for Change
      • Business Models
    • Resourcing and Team
      • Lab Partners
      • Team Expertise and Skills
      • Wellbeing of Remote Teams
      • Funding
    • Inclusion and Equity Practice
      • Power Structures
      • Innovation for Real Transformation
      • Truth and Reconciliation
      • Recommendations for Inclusive Practice
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  1. Seeing
  2. Design Research

Design Thinking

Design thinking is an approach for creative problem-solving.

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Last updated 5 years ago

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Design thinking is an approach to solving problems based on design principles. Design thinking is unique because it starts at desirability – it is human-centered from the beginning of the process, and only after understanding the user (ie. a person) in a deeper way does it narrow down options to what is feasible/ viable for the business/ service provider. It is not a linear process.

IDEO’s model found in their shows us how the solutions that emerge at the end of human-centered design should hit the overlap of these three lenses: they need to be desirable, feasible, and viable.

In the context of social innovation, solutions also need to be positively impactful for people.

For more information on Desirability, Feasibility, and Viability, please refer to this and IDEO's .

article
Field Guide to Human-Centered Design
Design Kit
Introduction to Design Thinking by Alex Ryan
Adapted from IDEO. Human-Centered Design Toolkit, 2009.