设计师思维 工程师思维
The world has shut down. The Coronavirus, or “COVID-19”, may be an incredibly small organism but has proven to be mightier than either the sword or the pen. It was only 5 years ago that Ebola, a devastating illness with (then) a nearly 40% mortality rate, had started to wreak havoc in West-Africa. In October 2014, a mere half year after the initial outbreak, nearly 14,000 people were infected and 5,000 had died. We were blindsided. The World Health Organization (WHO), along with the U.S. Center for Disease Control and Prevention (CDC) scrambled to find ways of slowing the spread. In the fervent months that followed the government reached out to the private sector, seeking to review the problem through a human lens. One of the companies this led them to was IDEO, one of the world’s leading Design Thinking firms and my employer at the time.
吨他世界已经关闭。 冠状病毒或“ COVID-19”可能是一个非常小的生物，但事实证明它比剑或笔都强大。 仅仅5年前，埃博拉这种具有毁灭性的疾病(当时死亡率接近40％)开始在西非造成严重破坏。 2014年10月，即首次爆发后仅半年，就有近14,000人被感染，其中5,000人死亡 。 我们被蒙蔽了双眼。 世界卫生组织(WHO)和美国疾病控制与预防中心(CDC)争相寻找降低传播速度的方法 。 在紧随其后的几个月中，政府接触了私营部门，试图通过人为视角来审查问题。 导致他们进入的公司之一是IDEO，IDEO是世界领先的设计思维公司之一，当时是我的雇主。
The CDC, in late 2014, knew what it needed: simple, low-cost and — most importantly — human-centric ways to support the efforts in limiting the impact of the Ebola virus. Having defined this clear need up front was an ideal starting point for the classic Design Thinking process, which consists of researching (empathizing/defining), ideating, prototyping, testing (and iterating). Due to the time pressure, we decided to leverage the existing expert knowledge of the situation instead of doing independent qualitative research (generally considered to be the secret sauce of human-centric design) in order to dive straight into ideation. A ‘crisis appropriate version’ of Design Thinking, if you like. We framed the challenge as a question, using the carefully chosen words “How Might We…?”. This specific phrase indicates three distinct crucial things: 1) it’s an open-ended question (so divergent thinking is on the table), 2) there are many potential solutions out there, and 3) it’s a collaborative, multidisciplinary creative effort and not only the realm of domain experts.
疾病预防控制中心在2014年末知道了它所需要的：简单，低成本以及(最重要的是，以人为本)的方式来支持限制埃博拉病毒影响的努力。 预先定义明确的需求是经典设计思维过程的理想起点，该过程包括研究(移情/定义)，构思，原型设计，测试(和迭代)。 由于时间紧迫，我们决定利用现有的专家知识而不是进行独立的定性研究(通常被认为是以人为中心的设计的秘诀)，以便直接进入构思。 如果愿意，可以使用“设计思维”的“适合危机的版本”。 我们使用精心选择的词语“我们如何……？”将挑战定为一个问题。 。 这个特定的词组表明了三个截然不同的关键问题：1)这是一个开放式问题(因此，人们的思维分歧很大)； 2)那里有很多潜在的解决方案； 3)这是一种协作的，多学科的创造性工作，不仅领域专家的领域。
Among at least 100 concepts generated that met the criteria of being low-cost, high-impact, and human-centered, there is one specific example that has stuck with me all these years because of its elegance, simplicity and lack of technology. It was related to the topic of social distancing and limiting proximity to infected people. How to do that in a more human-centric, effective way? For those undergoing medical treatment we suggested the use of bright-colored parasols over the beds with the radius of these parasols stretching the infection zone. With healthcare systems reaching capacity, and the need for outdoor treatment centers, this solution created clear signals: a patient needing aid, a radius to keep others outside of the infection zone, while also acting as a means to evoke positive emotions from the patient though the use of bright colors and powerful associations with relaxation.
在产生的至少100个满足低成本，高影响力和以人为本的标准的概念中，有一个具体示例因其优雅，简单和缺乏技术而困扰我多年。 这与社会疏远和限制与感染者的亲近感有关。 如何以更以人为本的有效方式做到这一点？ 对于那些正在接受治疗的人，我们建议在病床上使用鲜艳的阳伞，这些阳伞的半径延伸到感染区。 随着医疗保健系统的不断发展和对室外治疗中心的需求，该解决方案产生了明确的信号：需要帮助的患者，将其他患者拒之门外的半径，同时也可以唤起患者的积极情绪使用鲜艳的色彩以及与放松的强大关联。
Here we are, just over 5 years later, and Coronavirus is challenging not just medical professionals but people all over the world to keep their distance from each other. In doing so, we are placing human beings — and their behavior — at the center of the solution. Not only the infected, but also society as a whole. We must therefore harness Design Thinking (always aimed at finding opportunities for innovation at the nexus between what is desirable, feasible and viable) to make this whole experience more human for all of us. Healthcare is, for good reason, already one of the current focus areas of design thinking and disruptive innovation. Typically, procedures and environments are created by and for expert professionals, not for recipients of care, their family and friends. Billion-dollar ideas and businesses based on general human needs have therefore been popping up around the world, leveraging not only technology but an experience-first approach.
仅仅5年后，我们就来到了这里，冠状病毒不仅挑战着医疗专业人员，而且还挑战着全世界的人们，以保持彼此之间的距离。 这样，我们将人类及其行为置于解决方案的中心。 不仅感染者，而且整个社会。 因此，我们必须利用设计思维(始终旨在在理想，可行和可行之间的联系中寻找创新机会)，以使整个体验对我们所有人而言更加人性化。 出于充分的原因，医疗保健已经是设计思维和颠覆性创新的当前重点领域之一。 通常，程序和环境是由专业人员创建的，并且是由专业人员创建的，而不是针对护理对象，其家人和朋友的。 因此，基于人类普遍需求的数十亿美元的想法和业务已经在世界范围内兴起，不仅利用技术，而且还采用了经验优先的方法。
An example close to my heart is PillPack (founded by a schoolmate of mine), which frames prescription drug delivery and intake in terms of user experience design and was quickly acquired by Amazon.
我心目中的一个例子是PillPack (由我的一个同学创建)，它根据用户体验设计对处方药的投放和摄入量进行了规定，并很快被Amazon收购 。
I’m not saying we should all be walking around with parasols or umbrellas with a 3-to-6 foot radius (well, maybe I should say that! It’s easy and quick to implement, and it would help to keep streets, parks and beaches open and safer!).
我并不是说我们都应该带着3到6英尺半径的遮阳伞或雨伞走动(嗯，也许我应该这么说！实施起来既简单又快捷，它将有助于保持街道，公园和海滩开放且更安全！)。
I definitely know that we can find more human-centric ways to make it easier — and dare I say more fun — to follow the rules and guidelines around social distancing if we bring multidisciplinary creativity to the table. As much as I respect the approach our leaders in government are taking, inspiring behavioral change requires more than an appeal and a set of measures. The full power of Design Thinking is warranted.
我绝对知道，我们可以找到更多以人为中心的方式，如果我们将多学科的创造力带到餐桌上，可以更轻松地(而且我敢说更有趣)遵循有关社会疏散的规则和准则 。 尽管我尊重我们的政府领导者采取的方法，但是鼓舞人心的行为改变所需要的不仅仅是呼吁和一系列措施。 设计思维的全部力量是有保证的。
As the situation is still intensifying — in crowded places like New York City where there already are tens of thousands of virus cases (doubling every three days!) and the police have begun to enforce social distancing rules — we have no reason not to try fast, low-cost and human-centric new solutions yesterday. I hereby call on you, dear readers, to join me in huddling in multidisciplinary teams (online, or next to someone’s parasol only) and create them.
由于情况仍在加剧-在纽约等人满为患的地方，已经有成千上万的病毒病例(每三天增加一倍！)，而警察已开始执行社会疏远规则-我们没有理由不努力尝试低成本，以人为本的新解决方案。 亲爱的读者，我在此呼吁您，加入我的团队，组成一支跨学科的团队(在线或仅在某人的阳伞旁边)并创建它们。
Five links to get you started:
五个链接可帮助您入门：
For the official WHO safety guidelines, check out: https://www.who.int/emergencies/diseases/novel-coronavirus-2019/advice-for-public
有关WHO的官方安全指南，请查看： https : //www.who.int/emergencies/diseases/novel-coronavirus-2019/advice-for-public
For an overview of the current measures that countries around the world are taking, check out: https://www.bbc.com/news/world-51737226
有关世界各国正在采取的当前措施的概述，请访问： https : //www.bbc.com/news/world-51737226
For more information about Design Thinking, check out: https://designthinking.ideo.com
有关设计思维的更多信息，请查看： https : //designthinking.ideo.com
For more information about suitable online collaboration tools/programs, check out: https://www.innovationtraining.org/software-tools-for-design-thinking/
有关合适的在线协作工具/程序的更多信息，请访问： https : //www.innovationtraining.org/software-tools-for-design-thinking/
For kicks, let’s see if we can get some attention for simple, fast, cheap solutions. Maybe Jeff Bezos can help us all get one of these ;-) https://www.ipetitions.com/petition/yellow-parasols-for-social-distancing-3-6-feet
对于踢球，让我们看看是否可以通过简单，快速，廉价的解决方案获得关注。 也许杰夫·贝佐斯(Jeff Bezos)可以帮助我们所有人中的一个;-) https://www.ipetitions.com/petition/yellow-parasols-for-social-distancing-3-6-feet
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Thanks to Steve Frechette/Marek Mühlberg/Vanessa van Hoof for their edits!
感谢Steve Frechette / MarekMühlberg / Vanessa van Hoof所做的编辑！
翻译自: https://blog.prototypr.io/how-design-thinking-can-help-us-keep-a-social-distance-189599d9e34d
设计师思维 工程师思维
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