Frame Innovation: Create New Thinking by Design (Design Thinking, Design Theory), by Kees Dorst
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Frame Innovation: Create New Thinking by Design (Design Thinking, Design Theory), by Kees Dorst
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When organizations apply old methods of problem-solving to new kinds of problems, they may accomplish only temporary fixes or some ineffectual tinkering around the edges. Today's problems are a new breed -- open, complex, dynamic, and networked -- and require a radically different response. In this book, Kees Dorst describes a new, innovation-centered approach to problem-solving in organizations: frame creation. It applies "design thinking," but it goes beyond the borrowed tricks and techniques that usually characterize that term. Frame creation focuses not on the generation of solutions but on the ability to create new approaches to the problem situation itself.
The strategies Dorst presents are drawn from the unique, sophisticated, multilayered practices of top designers, and from insights that have emerged from fifty years of design research. Dorst describes the nine steps of the frame creation process and illustrates their application to real-world problems with a series of varied case studies. He maps innovative solutions that include rethinking a store layout so retail spaces encourage purchasing rather than stealing, applying the frame of a music festival to understand late-night problems of crime and congestion in a club district, and creative ways to attract young employees to a temporary staffing agency. Dorst provides tools and methods for implementing frame creation, offering not so much a how-to manual as a do-it-yourself handbook -- a guide that will help practitioners develop their own approaches to problem-solving and creating innovation.
Frame Innovation: Create New Thinking by Design (Design Thinking, Design Theory), by Kees Dorst- Amazon Sales Rank: #118380 in Books
- Brand: Dorst, Kees
- Published on: 2015-03-27
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .56" w x 6.00" l, .0 pounds
- Binding: Hardcover
- 224 pages
Review
Kees Dorst manages in his new book Frame Innovation: Create New Thinking by Design to provide a practical new approach to design-led innovation. His frame creation approach enables the addressing of difficult and wicked problems through the use of design thinking. All managers who run firms that want to compete on value rather than cost should familiarize themselves with this approach. I commend this book to the global business community.
(Göran Roos, Professor in Strategic Design, Faculty of Design, Swinburne University of Technology, Melbourne, Australia; coauthor of Managing Intellectual Capital in Practice)Studies show that a key aspect of the creative ways in which designers think and work is problem-framing, or generating perspectives that engender new understanding of the problem and offer bridges to new solutions. Kees Dorst skillfully explains and develops this concept, illustrates its application with real, complex, and contemporary examples, and shows how teams and organizations can work in this creative, innovative, and designerly way.
(Nigel Cross, Emeritus Professor of Design Studies, The Open University, UK)A fascinating journey into problem-solving for the twenty-first century. Dorst goes beyond the superficial fads and ready-made recipes of popular design thinking cookbooks and provides a robust and clear framework for why and how design can address problems in our society and economy. I will use it with my business school students.
(Roberto Verganti, Professor of Leadership and Innovation, Politecnico di Milano; author of Design-Driven Innovation)About the Author
Kees Dorst is Professor of Design Innovation at the University of Technology, Sydney. He is the author of Understanding Design: 175 Reflections on Being a Designer and the coauthor of Design Expertise.
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Most helpful customer reviews
5 of 5 people found the following review helpful. This book reframes design thinking ... but misses the link to systems thinking By Philippe Vandenbroeck Kees Dorst’s book on ‚frame innovation’ seeks to position design thinking as uniquely qualified to help us come to grips with the wicked - i.e. open, complex, dynamic, and networked - problems of our times.More particularly, Dorst wants to foreground a strand of design thinking that obeys a specific rationale of ‚reframing’. Its aim is not to provide solutions to a well-specified problem but to put these issues in a new light so that unthought of possibilities for desirable change can emerge.So in a way this book constitutes an attempt to reframe ‚design thinking’ away from a mere set of tools to generate solutions to a generic but structured approach to create novel approaches to knotty problem situations.The heart of the book is a 9-step ’method’ that actually uses the open and dynamic nature of the challenges it seeks to attack to its advantage. Their wickedness shouldn’t intimidate and paralyze us. It is as much an invitation to question received opinions, step out of defined roles and try out new approaches.The framing method is not a radical departure from the classical design thinking toolbox. A lot will be familiar to professionals in the field of design-driven innovation. Distinctive is the nexus from ‚paradox’ to ‚field’ to ‚theme’ to ‚frame’. This in an intellectual movement that meshes synthesis, contextual analysis, lateral thinking and abstraction to yield novel perspectives on a problematic situation. But it’s not a cookbook approach that unfailingly delivers an ‚aha’ experience. Dorst helpfully illustrates the approach through a large number of cases in a variety of settings (although a large majority of them are public sector projects).The core insights presented by Frame Innovation are really valuable. However, I have a few gripes with the book.First, the author has a scholarly temperament and the core argument is embedded in a rich and layered discussion on the nature of the design activity that is littered with conceptual frameworks. On the whole I appreciated that that but readers who like to cut quickly to the chase may lose their patience.More grieving I found the relative insularity of the whole argument. Dorst briefly discusses the fit of the frame innovation approach with traditional innovation management. There is also a fleeting reference to Saras Sarasvathy’s theory on effectual entrepreneurship. But he misses an opportunity to establish a very solid and pertinent link with the realm of systems thinking. There is no doubt that frame innovation meshes well with approaches such as soft systems methodology, critical systems thinking and causal layered analysis.A key element of the Frame Innovation approach is its final step - Integration - whereby the capacity for reframing is embedded in organizational routines. Given the potentially disruptive nature of the approach this will very likely generate resistance. So this is where frame innovation connects to change management. The discussion here is rather sparse and I had a distinct feeling that Dorst's real interest lies elsewhere.Finally, the book is relatively weak in documenting the mechanics of applying the methodology. The cases provide a macro view but it is left to the reader to translate this into practical terms. Dorst keeps referring to 2-hour framing workshops but I wondered what exactly these sessions entailed and how they were ran.Altogether this is an important addition to the innovation literature and with a few caveats in mind I certainly recommend it.
1 of 1 people found the following review helpful. I’m super excited and inspired (many parts of it are resonant ... By Noah Fang I’m super excited and inspired (many parts of it are resonant to me):The author defines many core concepts about design, such as design as a form of feasoning and the levels of design expertise and design thinking,And he actually lays out a blueprint for thinking out-of-the-box (he calls it “frame creation model”).The Frame Creation Model, in a nutshell, asks us to explore the problem space and its context before making any defining assumptions about the root causes of the problem.In the early “exploring” phase, we need to zoom out – expend the problem space, question the the origial intention, attack the context, and come up with as many themes (which is basically how we describe the problem space from a certain perspective) as possible.In the later “converging” phase, we need to zoom in – consolidate the possibilities and converge to the final solution.That zoom-out-and-then-zoom-in implies that the assumptions are only made midway through, not early on – that’s critical to approach a problem in the appropriate way.Too many times we make certain assumptions early on and that automatically limits the approaches we may take on a problem, and therefore limits the possibilities of solving the problem in an organic and innovative way.Throughout the book there many great case studies that really make me think how we should approach any problem.Highly recommended!
1 of 2 people found the following review helpful. Great Book By Harry Singh I am surprised that this book did not have any more reviews because it was indeed a really good one. I don't know of any other book so far that looks at the area of "framing" and looking at how we set up the problem to create a path for an innovative solution. The book had some very interesting ideas as well as a model to approach and understand innovation from top designers.A good contribution to design thinking.
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