FACULTY OF BUSINESS

ACCOUNTING SCHOOL

Design Thinking

COURSE:
Project management

AUTHOR:
Mundaca Flores, Kelvin (orcid.org/0000-0002-5334-0821)

TEACHER
CPC. Lozano Ríos, Marco Antonio (orcid.org/0000-0002-5397-1885)

CICLO VIII

MOYOBAMBA-PERÚ
2024
 INDICE

I. INTRODUCTION. ................................................................................................................ 1
II. DEVELOPMENT. ................................................................................................................ 2
III. BIBLIOGRAPHIC REFERENCE. ..................................................................................... 8
I. INTRODUCTION.

Current market conditions and changing ways of relating to human beings

have allowed the rise of various strategies to face challenges and achieve
the goals that people set for themselves. Thanks to this, Design Thinking has
been embraced with enthusiasm by those work teams that want to find
solutions to daily challenges, in a creative way, taking advantage of all the
contributions of the parties involved and leaving aside rigid, archaic or
incoherent positions. The design thinking process, better known as Design
Thinking, is a problem-solving design methodology that allows you to
approach complex problems using a human-centered framework. This
approach works especially well for problems that are not clearly defined or
are more complex. Applied to solving business problems, it integrates various
tools, mental maps, processes and design techniques along with other tools
from social sciences or engineering to identify, define and address the
challenges of business, innovation and social responsibility.

One of the first people to write about design thinking was John E. Arnold, a
Stanford mechanical engineering professor. Arnold wrote about four main
areas of design thinking in his book “Creative Engineering” in 1959. His work
later became a subject of study at Stanford's Hasso-Plattner Institute of
Design (also known as “d.school”). , a design institute that pioneered the
Design Thinking process.

This eventually led Nobel Prize winner Herbert Simon to outline one of the
first iterations of the design thinking process in his 1969 book, “The Sciences
of the Artificial.” While there are many different variations of the Design
Thinking process, “The Sciences of the Artificial” is often considered the
foundation of this method.

The Design Thinking process is not a linear process. It is important to

understand that each stage of the process can (and should) provide
information for the other steps. For example, while performing user testing

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 you might discover a new problem that didn't arise during any of the previous
stages. You may learn more about your target profiles during the final testing
phase, or discover that your initial problem statement can help solve even
more problems, so you should redefine the statement to include them as well.

The design thinking process is a never-ending iterative process. Your design

team can choose when user needs are met to form a final product, or they
can choose to iterate on the design to create alternative variations that solve
different needs. It is a method for generating innovative ideas that focuses its
effectiveness on understanding and providing solutions to customers' real
needs. It comes from the way product designers work. Hence its name, which
in Spanish literally translates as "Design Thinking."

The goal of Design Thinking is to find solutions to customer problems. To do

this, it focuses on knowing them in depth. However, what the client is looking
for is not always what they really need to solve their problem. For this reason,
the Design Thinking methodology aims to identify the real needs of each
client to offer them the best solution. But we cannot forget that the same
product or service has different types of clients. This is where creativity and
innovation play an essential role.

II. DEVELOPMENT.

The Design Thinking methodology is clearly focused on innovation, both in

the development of new products or services and for improving the user
experience in different phases. Not only is it an effective methodology to
discover new insights and solutions, but it is also an effective system to face
the different challenges that have arisen for companies in recent years.

1. Design Thinking can help in change management processes to deal

with the three factors present in any change process. discrepancy,
relevance and effectiveness. Through Design Thinking and its tools,
companies are able to give meaning to strategies and changes.

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 Through mind maps and other visual tools, it is possible for team
members to identify, organize, gather and prioritize information.
2. The Design Thinking method also serves to solve problems in an
innovative way. It is a very effective tool and used in many social
innovation projects.
3. Redesign business processes or design new business models.
Design Thinking techniques have also been used for innovation in the
creation of business models. This methodology allows managers to
question the different parts of the value chain and explore more
imaginative and creative tactics.
4. The Design Thinking methodology is also used to create and
undertake and is a method widely used by startups of all types.

HOW DOES IT WORK

Design Thinking is developed following a process in which what is considered
its 5 differentiating characteristics are valued:

Generating empathy: we must understand the problems, needs and desires

of the clients involved in the solution we are looking for. Regardless of what
we are developing, it always involves interaction with people. Satisfying them
is the key to a successful result.

Teamwork, since it values the ability of individuals to provide uniqueness.

The generation of prototypes, since it defends that every idea must be

validated before being assumed correct. Design Thinking promotes the
identification of errors, so that when we find the desired solution, they have
already been solved.

All this under an atmosphere in which playfulness is promoted. It's about

enjoying the process, and thanks to that, reaching a state of mind in which
we unleash our potential.

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During the process, techniques with great visual and plastic content are
developed. This makes us put both our creative and analytical minds to work,
resulting in innovative yet feasible solutions.

To begin using the methodology, it is very important to prepare these four

points:

The materials: Those used in Design Thinking techniques are available to

anyone. These materials include markers, sheets of paper, sticky notes,
colored pencils, glue, and a camera. They will be our tools to promote visual
communication, which is fundamental in the methodology. Since a picture is
worth a thousand words, and more importantly, a picture can evoke endless
ideas, as it gives rise to interpretation.
The team: In Design Thinking it is essential to work as a team. The more
diverse it is, the better. This way, diverse points of view, knowledge and
experience can be added. It is essential that there be at least one person with
knowledge of the methodology who knows how to guide the process. Despite
having a stable core of people who participate until the end, others may join
depending on the phase we are in. For example, in generating ideas or
testing prototypes
The space: During the process a workspace will be needed, although
techniques will also be developed outside of it. Find a place large enough to
work around a table, with free walls where you can paste the information that
is generated. Think of a bright and inspiring place that encourages relaxed
work and makes us feel comfortable and in a good mood. An inspiring space
motivates innovation.
Attitude: In Design Thinking, attitude is essential. We must adopt what is
called "Designer's Attitude". Be curious, and observant. In any detail we can
find transcendent information. We must be empathetic, both with people and
with their circumstances. Being able to put ourselves in each other's shoes.
Question the Status Quo, and not carry prejudices or assumptions. Be
optimistic and positive. Lose the fear of making mistakes, and see mistakes
as opportunities.

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TRAITS OF A DESIGN THINKING
According to Tim Brown, a Design Thinker (a person actively participating in
the Design Thinking process) must have the following personality traits:
EMPATHY: imagine the world from different perspectives, put yourself in the
shoes of others and see problems or inconveniences with their eyes, to
discover explicit or latent needs.
INTEGRATIVE THINKING:identify the relevant characteristics or salient
aspects of a complex problem, establish the interrelationship between them,
give them meaning, create a general mental model and provide a solution
based on reasoning.
OPTIMISM:No matter the limitations and difficulty of a problem, you must
have the conviction that a possible solution is always better than nothing and
work for it.
EXPERIMENTATION:ask questions and explore the limitations of the
problem creatively in search of entirely new solutions.
COLLABORATION:teamwork, interdisciplinary group working cordially and
collaboratively

WHAT IS THE PROCESS

It is a linear process made up of five stages: empathize, define, ideate,
prototype, test. Throughout the process the content will be refined until a
solution is achieved that meets the team's objectives and even exceeds
them.
EMPATHIZE: It is a linear process composed of five stages: empathize,
define, idea, prototype, test. Throughout the process the content will be
refined until a solution is achieved that meets the team's objectives and even
exceeds them.
DEFINE: At this stage we must “filter” the information obtained during the
empathy phase and keep what really adds value. It is a phase in which it is
necessary to focus, while in the empathy phase you have learned everything
possible, in this you analyze, synthesize and make decisions. An attempt will
be made to determine areas of opportunity (as long as these exist and are

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significant). Problems whose solutions will be vital to achieve an innovative
result will be identified.
DEVISE: The Ideation stage aims to generate endless options. We should
not stick with the first idea that comes to mind. In this phase, the activities
favor expansive thinking and we must eliminate value judgments. Sometimes
the most outlandish ideas are the ones that generate visionary solutions.
This is where the design process and the generation of multiple ideas begins.
This stage provides the concepts and resources to prototype and create
innovative solutions. All ideas are valid and everything is combined from
unconscious and conscious thinking, rational thoughts and imagination. At
this stage a large number of ideas are conceived that give many alternatives
to choose from as possible solutions instead of finding a single best solution.
You can also work with methods such as sketches, mindmaps, prototypes
and storyboards to explain the idea in the best way. But using all of them
does not mean success and can even be worse. At the same time, it is also
necessary to separate the idea generation area from the idea evaluation
area.
PROTOTYPE: It is the generation of informative elements such as drawings,
artifacts and objects with the intention of answering questions that bring us
closer to the final solution. That is, it does not necessarily have to be an object
but rather anything that can be interacted with. It can be a post-it, a folded
cardboard or an activity and even a storyboard. Ideally it should be something
the user can work with and experiment with.
It is an improvement process, that is, in the initial phases of each project it
can be a bit extensive and the prototyping must be quick and cheap to do but
that can provide a topic to debate and receive feedback from users and
colleagues. This process is refined as the project progresses and the
prototypes show more features such as
ASSESS: Evaluating is an essential step and with this step feedback is
sought from users, clients and members of the design team, since a
prototype, far from being finished, is open and admits contributions and
modifications. It doesn't matter how many times it has to be improved,
changed and tested. Furthermore, at this stage it is a great opportunity to

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 strengthen or gain empathy from users or clients, refining solutions and
improving them. This phase does not seek a qualification as a result, but
rather learning, showing the user a possible solution and confronting it, to
learn and generate a better prototype. In this space, the rule of “always make
a prototype believing that we are right, but we must evaluate thinking that we
are wrong” should be applied. It is important to evaluate and test in the user's
own context. You have to understand your environment and your motivations,
seeing to what extent a proposed solution has ramifications that do not end
in the mere use or consumption of that product as it also presents implications
that sometimes become social.

ADVANTAGES:
The Design Thinking process is not the most intuitive way to solve a problem,
but the results that come from it are worth it. Here are some other reasons
why it is worth implementing the Design Thinking process on your team.

CONCLUSIONS:
✓ Design Thinking is a guide to doing things, where the results depend 100% on
the people participating in the process, their attitude of search, experimentation,
curiosity, empathy. Its results are not the result of a department or area, but of
the entire organization, which is why it is important to involve everyone in the
process.
✓ Design Thinking is a process that gives us various tools with a customer-
centered approach. But it must be considered that, although it is an iterative
process, care must be taken to establish limits to the process.
✓ Although innovation is something that has always existed, Design Thinking
provides a framework and process to implement innovation profitably within a
company or project.
✓ It is an attractive, dynamic and fun methodology since it uses visual techniques
✓ It is a way to solve problems by reducing risks and increasing the chances of
success.
✓ It is an open methodology, tested by large companies and whose results have
been proven.

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III. BIBLIOGRAPHIC REFERENCE.

http://scielo.sld.cu/pdf/rii/v35n3/rii06314.pdf

http://www.cyta.com.ar/biblioteca/bddoc/bdlibros/design_thinking_micitt.pdf

https://proagilist.es/blog/gestion-de-la-innovacion/design-thinking-y-scrum-compatibles-
y-complementarios/

https://www.linkedin.com/pulse/20140928113152-33658917-design-thinking-vs-lean-
startup

https://www.shiftseven.co/diferencias-entre-design-thinking-y-design-sprint

https://www.bbva.com/wp-content/uploads/2017/10/ebook-cibbva-design-
thinking_es_1.pdf