Tim Brown urges designers to think big

譯者: James Chou 審譯者: Dxm Online大小媒體

I'd like to talk a little bit this morning

我今天早上要談的是

about what happens if we move from design

關於如果我們把設計升級到

to design thinking.

設計思考，會是怎樣的情形。

Now this rather old photo up there

這裡有一張舊的照片

is actually the first project I was ever hired to do,

這是我被雇用時進行的第一個專案。

something like 25 years ago.

大約是 25 年前的事了。

It's a woodworking machine, or at least a piece of one,

這是一台木作的機器，至少一部分是。

and my task was to

我的工作是

make this thing a little bit more modern,

讓這個東西更現代化一些，

a little bit easier to use.

更容易使用。

I thought, at the time, I did a pretty good job.

我當時以為我已經做的不錯了。

Unfortunately, not very long afterwards

不幸的是，不久之後

the company went out of business.

這家公司倒了。

This is the second project that I did. It's a fax machine.

這是我做的第二個專案。一台傳真機。

I put an attractive shell around some new technology.

除了一些新技術外，我也為它設計了漂亮的外殼。

Again, 18 months later,

再一次，18 個月後

the product was obsolete.

這個產品又過時了。

And now, of course, the whole technology is obsolete.

當然，到現在這台傳真機的所有技術都已經過時了。

Now, I'm a fairly slow learner,

我算是學習速度比較慢的人。

but eventually it occurred to me that

但終究我還是認為

maybe what passed for design

也許過去的設計經驗

wasn't all that important --

並不全然重要 --

making things more attractive,

讓東西更吸引人，

making them a bit easier to use,

讓它們更好用，

making them more marketable.

讓它們更好賣。

By focusing on a design,

只聚焦在設計本身，

maybe just a single product,

可能只是單一產品，

I was being incremental

我當時使用漸進式的思考模式

and not having much of an impact.

並沒有產生太大的影響。

But I think this small view of design

但我認為這種小格局的設計

is a relatively recent phenomenon,

是一種相對新的現象，

and in fact really emerged

而事實上這種現象真正的呈現

in the latter half of the 20th century

是在 20 世紀後半時期

as design became a tool of consumerism.

當設計變成消費主義的工具。

So when we talk about design today,

現在當我們談到設計，

and particularly when we read about it in the popular press,

特別是當我們在媒體上讀到

we're often talking about products like these.

常常指的像是這樣的產品。

Amusing? Yes. Desirable? Maybe.

賞心悅目？是的。想要買嗎？可能吧。

Important? Not so very.

很重要嗎？不見得。

But this wasn't always the way.

但也不是永遠都這樣。

And I'd like to suggest that if we take

所以我要建議用一種

a different view of design,

不同的方式來看設計，

and focus less on the object

而不要太聚焦在物件本身

and more on design thinking as an approach,

以更多的設計思考為途徑

that we actually might see the result in a bigger impact.

我們就會看到影響更深遠的結果。

Now this gentleman, Isambard Kingdom Brunel,

這位男士，Isambar Kingdom Brunel，

designed many great things in his career in the 19th century,

他在 19 世紀設計過許多偉大的東西，

including the Clifton suspension bridge in Bristol

其中包括了布里斯托的 Clifton 吊橋

and the Thames tunnel at Rotherhithe.

以及 Rotherhithe 的 Thames 隧道。

Both great designs and actually very innovative too.

這兩個偉大的設計也都非常的創新。

His greatest creation

他最偉大的創作

runs actually right through here in Oxford.

其實就在牛津這裡。

It's called the Great Western Railway.

它叫做 Great Western Railway

And as a kid I grew up very close to here,

我從小長大的地方很靠近這裡。

and one of my favorite things to do

我最喜歡做的事之一

was to cycle along by the side of the railway

就是沿著鐵軌來回走

waiting for the great big express trains to roar past.

等待偉大的快速列車呼嘯而過。

You can see it represented here in J.M.W. Turner's painting,

在這幅 J.M.W. Turner 的畫作裡面可以看到，

"Rain, Steam and Speed".

「雨、蒸汽和速度」。

Now, what Brunel said that he wanted to achieve for his passengers

Brunel 說他希望為乘客打造一種

was the experience of floating across the countryside.

漂浮在鄉間田野的體驗。

Now, this was back in the 19th century.

這是回溯到 19 世紀。

And to do that meant creating the flattest gradients

這意味著要打造出有史以來

that had ever yet been made,

最平坦的坡度，

which meant building long viaducts across river valleys --

也代表要跨越河谷建構長距離的高架橋 --

this is actually the viaduct across the Thames at Maidenhead --

這就是 Maidenhead 橫跨 Thames 的高架橋 --

and long tunnels such as the one at Box, in Wiltshire.

還有像是這個在 Wiltshire 的 Box 的長距離隧道。

But he didn't stop there. He didn't stop

但他並沒有就此喊停。他並不是

with just trying to design the best railway journey.

在設計最好的鐵路旅程後就此打住。

He imagined an integrated transportation system

他想像了一個整體的運輸系統

in which it would be possible for a passenger to embark

能夠讓旅客從

on a train in London

倫敦搭乘火車

and disembark from a ship in New York.

然後搭船到紐約。

One journey from London to New York.

一趟從倫敦到紐約的旅程。

This is the S.S. Great Western that he built

這是他建造的 S.S. Great Western 船隻

to take care of the second half of that journey.

負責旅程中的後半段。

Now, Brunel was working 100 years before

至今 Brunel 已經是 100 年前的人

the emergence of the design profession,

但已經展現出設計的專業。

but I think he was using design thinking

但我認為他是使用設計思考

to solve problems and to create world-changing innovations.

來解決問題並隨著世界的變化進行創新。

Now, design thinking begins with what Roger Martin,

現在設計思考開始變成 Roger Martin，

the business school professor at the University of Toronto,

他是多倫多大學的商學院教授，

calls integrative thinking.

所說的整合式思考。

And that's the ability to exploit opposing ideas

這是一種開發對立理念的能力

and opposing constraints

一種脫離束縛

to create new solutions.

創造出新的解決方案的方法。

In the case of design, that means

對設計來說，這代表了

balancing desirability, what humans need,

把人類的需求

with technical feasibility,

與技術的可行性

and economic viability.

和經濟的發展力予以平衡。

With innovations like the Great Western,

用 Great Western 的創新模式，

we can stretch that balance to the absolute limit.

我們可以將平衡延展到絕對的界限。

So somehow, we went from this to this.

因此，我們從這升級到這。

Systems thinkers who were reinventing the world,

從獨立創造世界的系統思考者，

to a priesthood of folks in black turtlenecks and designer glasses

到穿戴黑色高圓套領衣服和造型眼鏡的偉大設計師們

working on small things.

而且做的是一些雞毛蒜皮的事。

As our industrial society matured,

隨著我們工業社會漸趨成熟，

so design became a profession

設計也變成一種職業

and it focused on an ever smaller canvas

而且聚焦在很小的範圍之中

until it came to stand for aesthetics,

直到它符合所謂的美學、

image and fashion.

形象和時尚。

Now I'm not trying to throw stones here.

我這並不是在潑冷水。

I'm a fully paid-up member of that priesthood,

我也是所謂偉大設計師中的一員。

and somewhere in here I have my designer glasses.

我好像也有一支這種造型眼鏡。

There we go.

在這裡。

But I do think that perhaps design

但是我認為也許設計

is getting big again.

又漸漸成為重要的一環。

And that's happening through

這發生在

the application of design thinking

設計思考的應用過程中

to new kinds of problems --

新的問題 --

to global warming, to education,

全球暖化、教育議題、

healthcare, security, clean water, whatever.

保健、安全性、淨水資源等等。

And as we see this reemergence of design thinking

我們看到設計思考重新嶄露頭角

and we see it beginning to tackle new kinds of problems,

也看到它開始抓到新的問題，

there are some basic ideas that I think we can observe that are useful.

這裡有一些有用的基本想法

And I'd like to talk about some of those

我想在接下來的幾分鐘

just for the next few minutes.

談談這些想法。

The first of those is that design is

第一個想法就是

human-centered.

以人為中心。

It may integrate technology and economics,

設計可以整合科技和經濟，

but it starts with what humans need, or might need.

但始終以人的需要或可能的需求為起點。

What makes life easier, more enjoyable?

怎樣讓生活更輕鬆、更有趣？

What makes technology useful and usable?

怎樣讓科技變得更有用、更好用？

But that is more than simply good ergonomics,

這不僅僅是人類工程學，

putting the buttons in the right place.

將按鈕放在正確的位置而已。

It's often about understanding culture and context

它通常需要了解文化和連帶關係

before we even know where to start to have ideas.

在我們開始有任何想法之前。

So when a team was working on a new vision screening program in India,

因此當團隊在印度進行一個新的視力檢查計劃時，

they wanted to understand what the aspirations

就必須了解這些學童希望達到何種目的

and motivations were of these school children

以及他們的動機

to understand how they might play a role

以了解他們在看父母親時，

in screening their parents.

可能如何扮演自己的角色。

Conversion Sound has developed a high quality,

Conversion Sound 開發了一種高品質，

ultra-low-cost digital hearing aid

低成本的數位助聽器

for the developing world.

供開發中國家使用。

Now, in the West we rely on highly trained technicians

在西方文明世界我們靠的是高度訓練的技術人員

to fit these hearing aids.

協助配戴這些助聽器。

In places like India, those technicians simply don't exist.

類似像印度這種地方並沒有所謂的技術人員

So it took a team working in India

所以小組成員必須在印度

with patients and community health workers

與病患和社區健康工作人員合作

to understand how a PDA

以了解 PDA

and an application on a PDA

以及 PDA 上的應用程式

might replace those technicians

如何取代這些技師

in a fitting and diagnostic service.

進行配戴和診斷的服務。

Instead of starting with technology,

傳統的方式是從技術著手，

the team started with people and culture.

我們的小組則以人和文化為起點。

So if human need is the place to start,

因此如果人的需求是一切的起點，

then design thinking rapidly moves on to

設計思考便成為一種學習的過程

learning by making.

而不是僅限於製造。

Instead of thinking about what to build,

不是去想說要製造什麼，

building in order to think.

而是為了思考而製造。

Now, prototypes speed up the process of innovation,

製作原型可以加速創新的過程。

because it is only when we put our ideas out into the world

因為它只是把想法表現出來

that we really start to understand their strengths and weaknesses.

用來真正開始了解它的優勢和劣勢。

And the faster we do that,

原型製作的越快，

the faster our ideas evolve.

想法發展的就越快。

Now, much has been said and written about

最近有許多文章提到

the Aravind Eye Institute in Madurai, India.

位於印度馬都賴的 Aravind 眼科醫院。

They do an incredible job of serving very poor patients

這家醫院在服務貧困病患的工作上的成效卓越

by taking the revenues from those who can afford to pay

他們向可負擔的病人收貴

to cross-subsidize those who cannot.

來補貼無法負擔費用的病患。

Now, they are very efficient,

他們不但非常有效率，

but they are also very innovative.

也非常創新。

When I visited them a few years ago,

幾年前我拜訪他們時，

what really impressed me was their willingness

真正另我印象深刻的是他們很願意

to prototype their ideas very early.

及早將想法原型化。

This is the manufacturing facility

這是一個製造設備

for one of their biggest cost breakthroughs.

他們最大的成本突破之一。

They make their own intraocular lenses.

他們製造自己的眼內透鏡。

These are the lenses that replace those

這些透鏡取代了

that are damaged by cataracts.

因為白內障而損壞的眼睛一。

And I think it's partly their prototyping mentality

我認為部分是因為他們的原型

that really allowed them to achieve the breakthrough.

讓他們有這樣的突破。

Because they brought the cost down

因為他們從一對

from $200 a pair,

美金 200 元的成本

down to just $4 a pair.

降到一對 4 美元。

Partly they did this by instead of building

部分的原因是因為他們並不是建造

a fancy new factory,

絢麗的新工廠，

they used the basement of one of their hospitals.

而是使用其中一家醫院的地下室。

And instead of installing the large-scale machines

他們不像西方的作法

used by western producers,

安裝大型機器，

they used low-cost CAD/CAM prototyping technology.

而是使用低成本的 CAD/CAM 原型製作技術。

They are now the biggest manufacturer of these lenses in the developing world

他們現在已經是開發中國家中最大的透鏡製造商

and have recently moved into a custom factory.

最近也搬到屬於自己的工廠。

So if human need is the place to start,

所以如果人的需求是一切的起點，

and prototyping, a vehicle for progress,

而原型又是演變的媒介，

then there are also some questions to ask about the destination.

我們就要問一些關於目標的問題。

Instead of seeing its primary objective as consumption,

設計思考並不是要看到主要的客觀意見，

design thinking is beginning to explore the potential of participation --

而是要開始探索分享的潛力。

the shift from a passive relationship

這種在消費者和製造者之間

between consumer and producer

的被動關係移轉到

to the active engagement of everyone

每個人主動的參與

in experiences that are meaningful,

有意義、有效率

productive and profitable.

和有利潤的體驗。

So I'd like to take the idea that Rory Sutherland talked about,

所以我想引用 Rory Sutherland 所說的概念，

this notion that intangible things are worth perhaps more than physical things,

這個概念就是無形的東西可能比有形的東西還有價值，

and take that a little bit further and say that

再延伸這個觀念

I think the design of participatory systems,

我認為在參與系統的設計中，

in which many more forms of value

有很多不同形式的價值在裡面

beyond simply cash

而不只是用金錢

are both created and measured,

來建立與衡量，

is going to be the major theme, not only for design,

這在將來會成為主流現象，而不只是設計而已，

but also for our economy as we go forward.

也伴隨了經濟的發展。

So William Beveridge, when he wrote the first of his famous reports in 1942,

William Beveridge 在 1942 年寫下他的第一份有名的報告時，

created what became Britain's welfare state

就致使英國成為福利之國

in which he hoped that every citizen

報告裡指出他希望每個公民

would be an active participant

都可以主動參與

in their own social well-being.

屬於他們的社會福利制度。

By the time he wrote his third report,

在他寫第三份報告時，

he confessed that he had failed

他坦承他失敗了

and instead had created a society of welfare consumers.

他創造的是一個福利消費者的社會。

Hilary Cottam, Charlie Leadbeater,

Hillary Cottam、Charlie Ledbetter、

and Hugo Manassei of Participle

和 Participle 的 Hugo Manassei

have taken this idea of participation,

把這個參與系統的想法，

and in their manifesto entitled Beveridge 4.0,

套用在他們的 Beveridge 4.0 宣言中，

they are suggesting a framework

他們提倡一種架構

for reinventing the welfare state.

來改造福利國家。

So in one of their projects called Southwark Circle,

在他們的其中一個 Southwark Circle 專案中

they worked with residents in Southwark, South London

他們和倫敦南部 Southwark 的居民合作

and a small team of designers

加上一小組的設計師

to develop a new membership organization

來發展新的會員組織

to help the elderly with household tasks.

協助年長者從事家務。

Designs were refined and developed

這個計畫不斷地改進和發展

with 150 older people and their families

囊括了 150 位老人及其家庭

before the service was launched earlier this year.

這個服務已經在今年初正式啟動。

We can take this idea of participation

我們可以把這種共同參與的想法

perhaps to its logical conclusion

歸納成一個有邏輯的結論

and say that design may have its greatest impact

而且可以說設計可以達到最大的影響力

when it's taken out of the hands of designers

前提是要把設計從設計師的手中

and put into the hands of everyone.

交到每個人的手上。

Nurses and practitioners at U.S. healthcare system

美國保健系統的護士和參與者

Kaiser Permanente

Kaiser Permanente

study the topic of improving the patient experience,

研究如何改善病患經驗的主題。

and particularly focused on the way that they exchange knowledge

而且特別注重在他們交換知識的方式

and change shift.

以及輪班的方式。

Through a program of observational research,

透過觀察研究、

brainstorming new solutions and rapid prototyping,

腦力激盪新的解決方案，以及快速製作原型的一系列程序，

they've developed a completely new way to change shift.

他們發展出一套全新的輪班方式。

They went from retreating to the nurse's station

他們從撤除護士站開始

to discuss the various states and needs of patients,

討論各種狀況和病患的需求，

to developing a system that happened on the ward

來發展出一套病房事務的系統

in front of patients, using a simple software tool.

只使用一個簡單的軟體工具。

By doing this they brought the time that they were away from patients

藉此他們把離開病患的時間

down from 40 minutes to 12 minutes, on average.

從平均 40 分鐘降到平均 12 分鐘。

They increased patient confidence and nurse happiness.

他們提升了病患的信心和護士的幸福感。

When you multiply that by all the nurses

把所有的護士的幸福感加乘

in all the wards in 40 hospitals in the system,

並擴及系統內 40 家醫院的所有病房，

it resulted, actually, in a pretty big impact.

便造成了巨大的影響。

And this is just one of thousands

而這只是在保健系統

of opportunities in healthcare alone.

機會裡面的千分之一而已。

So these are just some of the kind of basic ideas

這些只是一些關於設計思考的

around design thinking

基本想法

and some of the new kinds of projects

以及一些他們正在應用

that they're being applied to.

的新專案。

But I'd like to go back to Brunel here,

現在我要回到 Brunel 這裡，

and suggest a connection that might explain why this is happening now,

並提議一個可能解釋發生原因的連結，

and maybe why design thinking is a useful tool.

以及為什麼設計思考是一個有用的工具。

And that connection is change.

這個連結就是「改變」。

In times of change we need

我們需要改變

new alternatives, new ideas.

新的選擇，新的想法。

Now, Brunel worked at the height of the Industrial Revolution,

Brunel 是在工業革命的高度工作

when all of life and our economy

當我們的生活和經濟

was being reinvented.

被重新改造之時。

Now the industrial systems of Brunel's time have run their course,

雖然現在看 Brunel 的的工業系統是有些過時，

and indeed they are part of the problem today.

而且說實話也造成現今一些問題。

But, again, we are in the midst of massive change.

但是，我們正處在巨大變革的洪流中。

And that change is forcing us to question

而這樣的變革迫使我們去質疑

quite fundamental aspects of our society --

而且是社會非常基本的角度 --

how we keep ourselves healthy, how we govern ourselves,

我們要如何保持健康、如何自我管理、

how we educate ourselves, how we keep ourselves secure.

如何自我教育、如何保護自身安全。

And in these times of change, we need these new choices

在這個變動的時代，我們需要新的選擇

because our existing solutions are simply becoming obsolete.

因為既有的解決方案只會慢慢被淘汰。

So why design thinking?

那為什麼要有設計思考呢？

Because it gives us a new way of tackling problems.

因為它提供我們追蹤問題的新方法。

Instead of defaulting to our normal convergent approach

不再是預設的單一方法

where we make the best choice out of available alternatives,

而是在眾多的選項中挑選出最好的，

it encourages us to take a divergent approach,

它鼓勵我們去嘗試不同的方法，

to explore new alternatives, new solutions,

來探索新的可能性、新的解決方案、

new ideas that have not existed before.

以及前所未有的新想法。

But before we go through that process of divergence,

但是在我們採用不同的流程時，

there is actually quite an important first step.

有一個很重要的第一步。

And that is, what is the question that we're trying to answer?

第一步就是：我們要回答的問題是什麼？

What's the design brief?

設計的概要是什麼？

Now Brunel may have asked a question like this,

Brunel 可能會問這樣的問題：

"How do I take a train from London to New York?"

「我要如何從倫敦搭火車到紐約呢？」

But what are the kinds of questions that we might ask today?

但是如今我們會問什麼樣的問題呢？

So these are some that we've been asked to think about recently.

這些就是我們最近被要求思考的一些事情。

And one in particular, is one that we're working on with the Acumen Fund,

其中一個特別的案例就是跟 Acumen 基金合作的一個專案，

in a project that's been funded by the Bill and Melinda Gates Foundation.

這是一個由 Bill 和 Melinda Gates 基金會發起的專案。

How might we improve access to safe drinking water

我們要如何為世界上最窮困的人

for the world's poorest people,

改善安全飲用水的品質，

and at the same time stimulate innovation

並同時刺激當地

amongst local water providers?

水供應商的創新？

So instead of having a bunch of American designers

因此我們並不雇用一堆的美國設計師

come up with new ideas that may or may not have been appropriate,

來想出一些可能恰當或不恰當的新點子，

we took a sort of more open, collaborative and participative approach.

我們採用一種更開放、更需要協同作業和參與的方式。

We teamed designers and investment experts up with

我們聚集了一個由設計師和投資專家

11 water organizations across India.

以及印度境內 11 個水資源組織組成的小組。

And through workshops they developed

透過研討會的進行

innovative new products, services, and business models.

來發展有創意的產品、服務和商業模式。

We hosted a competition

我們舉辦了一個競賽

and then funded five of those organizations

然後提供資金給五個組織

to develop their ideas.

來發展他們的點子。

So they developed and iterated these ideas.

他們發展並重製這些點子。

And then IDEO and Acumen spent several weeks working with them

接著 IDEO 和 Acumen 花了數個星期跟他們一起工作

to help design new social marketing campaigns,

來協助設計新的社會行銷活動、

community outreach strategies, business models,

社區擴大服務策略、商業模式、

new water vessels for storing water

新的儲水容器

and carts for delivering water.

以及運送水的推車等。

Some of those ideas are just getting launched into the market.

其中某些的點子已經開始出現在市場上。

And the same process is just getting underway

而同樣的流程也在

with NGOs in East Africa.

東非的非政府組織 (NGO) 發生。

So for me, this project shows

因此對我而言，這個專案展現了

kind of how far we can go from

我們可以達到這樣的境界

some of those sort of small things

即使是其中有一些是如此的不起眼

that I was working on

而在我的職業生涯

at the beginning of my career.

的一開始就已經在做了。

That by focusing on the needs of humans

聚焦在人類的需求上

and by using prototypes

並使用原型的方法

to move ideas along quickly,

來快速推動新的想法，

by getting the process out of the hands of designers,

讓這些流程離開設計師的手

and by getting the active participation of the community,

並透過群體的主動參與，

we can tackle bigger and more interesting questions.

我們就能抓住更大、更有趣的問題。

And just like Brunel, by focusing on systems,

就像 Brunel 一樣，聚焦在系統上，

we can have a bigger impact.

我們可以造成極大的影響力。

So that's one thing that we've been working on.

這也是我們正在努力做的。

I'm actually really quite interested, and perhaps more interested

我其實很想要

to know what this community thinks we could work on.

知道這個社群認為我們可以做到什麼地步。

What kinds of questions do we think

我們想的是什麼樣的問題

design thinking could be used to tackle?

設計思考可以如何應用？

And if you've got any ideas

如果你有任何想法

then feel free, you can post them to Twitter.

歡迎把它們 PO 到 Twitter 上。

There is a hash tag there that you can use, #CBDQ.

你們可以用 hash tag #CBDQ 標籤來搜尋。

And the list looked something like this a little while ago.

這個清單看起來好像有點過時。

And of course you can search to find the questions that you're interested in

當然你也可以搜尋你有興趣的問題

by using the same hash code.

只要使用相同的 hash 碼標籤即可。

So I'd like to believe that design thinking

我堅信設計思考

actually can make a difference,

可以讓世界變得不同，

that it can help create new ideas

它可以幫助啟發新的想法，

and new innovations,

和新的創新，

beyond the latest High Street products.

而不只是熱門商品而已。

To do that I think we have to take a more expansive view of design,

因此我想我們必須把設計的眼光放遠一些，

more like Brunel, less a domain of a professional priesthood.

學習 Brunel，不要只把範圍侷限在專業領域而已。

And the first step is to start asking the right questions.

而第一步就是從問正確的問題開始。

Thank you very much.

非常感謝。

(Applause)

(鼓掌)