design thinking process education

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What is Design Thinking in Education?

In a world where artificial intelligence, exemplified by tools like ChatGPT, is reshaping our world, the human touch of design thinking becomes even more crucial. You might already be familiar with design thinking and curious about how to harness it alongside AI, or perhaps you’re new to this method. Regardless of your experience level, I’m going to share why design thinking is your human advantage in an AI-world. We’ll explore its impact on students and educators, particularly when integrated into the curriculum to design learning experiences that are both innovative and empathetic.

Back in 2017, I spearheaded a two-year research study at Design39 Campus in San Diego, CA, focusing on how educators used design thinking to transcend traditional educational practices. This study was pivotal in understanding how to scale from pockets of innovation to a culture of innovation. It’s rare to see a public school integrate these practices, and I always wondered, “Why is this the exception and not the norm?” How might design thinking when combined with AI tools, complement standards-based curricula by prompting students to tackle real-world challenges. We investigated the methods educators used to learn about design thinking and how they crafted learning experiences at the nexus of knowledge, skills, and mindsets, aiming to foster creative problem-solving in an increasingly AI-integrated world. The results revealed it had nothing to do with the technology. It had to do with people.

Design thinking is both a method and a mindset.

What makes design thinking unique in comparison to other frameworks such as project based learning, is that in addition to skills there is an emphasis on developing mindsets such as empathy, creative confidence, learning from failure and optimism.

Seeing their students and themselves enhance and develop their skills and mindset of a design thinker demonstrated the value in using design thinking and fueled their motivation to continue. In addition, it strengthened their self-efficacy and helped them embrace, not fear change.

The results indicate strong agreement amongst the educators between developing in demand skills such as creativity, problem finding, collaboration and communication and practicing design thinking. 

As workplaces determine how to leverage new and emerging technologies in ways that serve humanity, the two critical skills expected will be the ability to solve unstructured problems and to engage in complex communication, two areas that allow workers to augment what machines can do (Levy & Murnane, 2013.) 

Brynjolfsson and McAfee (2014) call this era, “The Second Machine Age,” characterized by advances in technology, such as the rise of big data, mobility, artificial intelligence, robotics and the internet of things. The World Economic Forum calls this era, “The Fourth Industrial Revolution.” 

Regardless of the name we give this era, Schwab warned, as did Brynjolfsson and McAfee, that failure by organizations to prepare and adapt could cause inequality and fragment societies. 

That era that we once talked about, is not here.

The rise of generative Ai.

As Erik Brynjolfsson shares, “There is no economic law that says as technology advances, so does equal opportunity.” The World Economic Forum reinforces this by sharing, that while the dynamics of today’s world have the potential to create enormous prosperity, the challenge to societies, particularly businesses, governments and education systems, will be to create access to opportunities that will allow everyone to share in the prosperity. 

Schwab, Brynjolfsson and McAfee advocate for schools being able to play a powerful role in shaping a future that is technology-driven and human-centered. Design thinking, a human-centered framework is one method that can provide educators with the skills and mindset to navigate away from the traditional model established during the industrial area. To a learner-centered vision where we design learning experiences at the intersection of knowledge, skills, and mindsets.

The Future of Work

Designing schools for today’s learner is not just about solving a workforce or technology challenge. It’s also about solving a human challenge, where every individual has the access and opportunity to reach their potential. 

Despite the changing expectations of the workplace brought forth by this era, today’s education systems largely remain unchanged. Leaving graduates without the knowledge, skills and mindsets to thrive in future workplaces and as citizens. Furthermore, the lack of equity has led to what Paul Attewell calls a growing digital use divide deepening the fragmentation of society. 

​​A decade ago, some of the most in-demand occupations or specialties today did not exist across many industries and countries. Furthermore, 60% of children in kindergarten will live in a world where the possible opportunities do not yet exist (World Economic Forum, 2017).

In Technology, Jobs and the Future of Work, McKinsey states that 60% of all occupations have at least 30% of activities that can be automated. 40% of employers say lack of skills is the main reason for entry level job vacancies. And 60% of new graduates said they were not prepared for the world of work in a knowledge economy, noting gaps in technical and soft skills. Before our experience with ChatGPT I’m reminded of Imaginable by Jane McGonigal where she shares, “Almost everything important that’s ever happened, was unimaginable shortly before it happened.”

With an influx of technology over the past decade, with iPads and Chromebooks, and now the acceleration of AI technology, particularly over the past year, we have to wonder what gaps exist that prevent us from accelerating and scaling the change we want to see in schools. 

One reason is that this challenge is complex and overwhelming. This is where design thinking practices are helpful in moving from idea to impact. Design thinking practices provide the structure and scaffolds needed to take a complex idea and simplify it.

The Design Thinking Process

Too often design thinking is seen as a series of hexagons to jump through. Check off one and move onto the next. Design thinking is a non-linear framework that nurtures your mindset toward navigating change. 

It can be used in three areas:

• Problem finding
• Problem solving
• Opportunity exploration

The design thinking model is nonlinear. Resulting in a back and forth between the stages of inspiration, ideation and implementation, in an effort to continuously improve upon their potential solution (Shively et al., 2018). These stages were expanded by the d.School into empathy, define, ideate, prototype and iterate. In fact, there are many exercises that can be used to apply each area of the process. 

Let’s walk through each phase. Then I’ll share examples of how it is being used. I also want to preface this by saying that simply going through these stages is where most people misunderstand design thinking and don’t see the results they hoped for. These phases are here to help you develop an action-oriented mindset. Moving from identifying a problem to designing and then testing a solution to quickly get feedback. Each of these phases have numerous exercises to also help facilitate experiences based on your scenario.

Phase 1: Empathy

When you begin with empathy, what you think is challenged by what you learn. This alone is what makes design thinking so unique and is the first phase. During the empathy stage, you observe, engage and immerse yourself in the experience of those you are designing for. Continuously asking, “why” to understand why things are the way they are. 

This phase is where we see the most challenges, yet this phase is the most critical. An empathy map is probably the most common exercise. Yet there are others such as, “Heard, Seen, Respected.” Another challenge in this area is not speaking directly to the user. For example, I’ve sat in many “design thinking” experiences where the group will speculate on behalf of the users. For example, educators speculating about parents, administrators speculating about teachers. 

The purpose behind an empathy exercise is that when we begin with empathy, what we think is challenged by what we learn. While you can practice with each other, ultimately you must speak directly to who you are designing for.

Phase 2: Define

During the define stage you unpack the empathy findings and create an actionable problem statement often starting with, “how might we…” This statement not only emphasizes an optimistic outlook, it invites the designer to think about how this can be a collaborative approach.

Phase 3: Ideate

During the ideate phase you generate a series of possibilities for design. The focus here is quantity not quality. As you want to generate as many possibilities to see how they may merge together. As Guy Kawasaki shares, “Don’t worry be crappy.” Feasibility is not important at this step. Rather the key is to not think about what is possible but what can be possible. At the end, one of the ideas, or the merging of many ideas, is chosen to expand upon in the next phase. 

This is another phase where we see challenges. It is not enough to simply tell someone to get a piece of paper and then come up with lots of ideas. As adults, this is incredibly challenging and is also a muscle that needs to be developed. In fact, one of my favorite exercises is 1-2-4-all. Another is walking questions, where the prompt begins with “What if…” and then after each person writes something it is handed to the person on their right.

Phase 4: Prototype

During the prototype phase, ideas that were narrowed down from ideation are created in a tangible form so that they can be tested. During this phase, the designer has an opportunity to test their prototype and gain feedback.

Phase 5: Iteration

By quickly testing the prototype, the user can refine the idea. And have a deeper understanding to go back and ask questions to the group they are designing for. The feedback received from the user allows the designer to engage in a deeper level of empathy to refine the questions asked and the problem being defined. This brings us back to phase 1. 

You can find more of these exercises to lead your group through each phase at sessionlab.com . 

As schools strive to create student learning experiences that prepare them for their future, design thinking can play a critical role in complementing students’ knowledge with the skills and mindsets to be creative problem solvers.

Examples of Design Thinking in K12

While new approaches tend to be viewed with skepticism, an increasing number of studies are coming forward reflecting the promise of transferability of skills and mindsets from the classroom to real-world problems when utilizing design thinking. As expectations are raised about what student skills and mindsets are needed, the level of support for educators must increase as well to experience success in new strategies and the outcomes they promise. 

When student learning experiences include design thinking, their skills continue to be enhanced and developed. This in turn allows them to apply these strategies to be problem finders and problem solvers. Helping them be more comfortable with change and empowering them to solve unstructured problems. And work with new information, gaining knowledge, skills and mindsets that cannot be found in the confines of a textbook.

In “The Second Machine Age,” the authors share:

Technological progress is going to leave behind some people, perhaps even a lot of people, as it races ahead. As we’ll demonstrate, there’s never been a better time to be a worker with special skills or the right education. Because these people can use technology to create and capture value. However, there’s never been a worse time to be a worker with only “ordinary” skills and abilities to offer, because computers, robots, and other digital technologies are acquiring these skills and abilities at an extraordinary rate. The Second Machine Age | Erik Brynjolfsson | Andrew McAffee

Design thinking strengthens the mindsets and skills that today’s world demands with the ability to become creative problem solvers. Through nurturing the skills and mindsets developed through engaging in design thinking, schools can create more equitable use environments for all learners that leverage technology to accelerate creative tasks that can bridge the digital use divide.

Case Study 1: Design Thinking in Grade 6

A recent study by the Stanford Graduate School of Education highlights that through instruction, students transfer design thinking strategies beyond the classroom. And that the biggest benefits were to low-achieving students (Chin et al., 2019). 

The study included 200 students from grade 6. The researchers worked with the educators during class time to coach half the group of students on two specific design thinking strategies. And then assigned them a project where they could apply these skills.

The two strategies included seeking out constructive feedback and identifying multiple possible outcomes to a challenge. Each of these strategies were designed to prevent what the researchers called, “early closure”. Identifying the potential solution before examining the problem. 

After class the students were presented with different challenges to see how they would approach them. The students who were taught about constructive criticism asked for feedback when presented with the new challenge and were more likely to go back and revise their work. 

This area was significant, as a pre-test revealed that low-achieving students were behind their high achieving peers when seeking out feedback, a gap that the researchers say disappeared after classroom instruction, highlighting the need for this to be taught to all students, not just advanced students in electives.

As Attewell shares, “Placing computers in the hands of every student is not a solution because the challenge lies in addressing the “ digital use divide – changing the tasks that students do when provided with computers.” 

He further highlights the students who gain the types of skills highlighted by the Future of Jobs Report are white and affluent students. These students are more likely to use technology to develop trending skills with greater levels of adult support. Whereas minority students are more likely to use it for rote learning tasks, with lower levels of adult support. 

While design thinking is often found in pockets, presented to students already interested in this area, or the students who are in certain electives, the study led by the Stanford Graduate School of Education demonstrates the advances that can be made when this is offered to all students.

Case Study 2: Design Thinking in Geography

Another study (Caroll et al., 2010) focused on the implementation of a design curriculum during a middle school geography class. And explored how students expressed their understanding of design thinking in classroom activities, how affective elements impacted design thinking in the classroom environment and how design thinking is connected to academic standards and content in the classroom. The students were a diverse group with 60% Latino, 30% African-American, 9% Pacific Islander and 1% White.

The task was for students to use the design process to learn about systems in geography. The study found that students increased their levels of creative confidence. And that design thinking fostered the ability to imagine without boundaries and constraints. A key element to success was that educators needed to see the value of design thinking. And it must be integrated into academic content.

A challenge often associated with design thinking in education is not integrating it into mainstream education as an equitable experience for all learners despite showing that lower achieving students benefit more (Chin et al, 2019). 

If students are to experience dynamic learning experiences, then organizations must raise the level of support for educators and give them the time and space to learn and integrate design thinking.

How Educators Use Design Thinking

Educators are facing a number of challenges in their professional practice. Many of the requirements today are tools and methods they did not grow up with. Furthermore, the profession is tasked with designing new methods often within traditional systems that have constraints that may serve as roadblocks to change (Robinson & Aronica, 2016). 

A 2018 study by PwC with the Business Higher Education Forum shared that an average of 10% of K-12 teachers feel confident incorporating higher-level technology that affords students the opportunity to use technology to design learning that is active, not passive. 

As a result, students do not spend much time in school actively practicing the higher-level trending skills expected by employers. Moreover, the report shows that more than 60% of classroom technology use is passive, while only 32% is active use. While the study suggests that many teachers do not have the skills to engage students in the active use of technology, 79% said they would like to have more professional development for how to leverage technology to design learning that is active.

Case Study 3: Design39 Campus

As I shared earlier I led a two-year research study at Design39 Campus. The study examines how it helped teachers evolve their practice. At Design39 teachers are called “Learning Experience Designers” (LEDs). Borko and Putnam (1995) share that how educators think is related to their knowledge. To understand how LEDs are using design thinking to complement the standards-based curriculum, it was important to understand how they acquired and applied this knowledge.  

Despite design thinking having its roots outside of education, when asked, “What does design thinking mean to you?” The LEDs identified many commonalities amongst their own work as educators and design thinking. Moreover, they appreciated the alignment of their work with the vocabulary and structure of the design thinking framework. 

Over 50% of the LEDs interviewed identified design thinking as providing them with a common vocabulary and structure for what they already do. The LEDs identified educators as inherent design thinkers due to the shared human-centered focus of working with users. In this experience educators design challenges with cyclical learning tasks involving testing, feedback and iteration, and a design mindset to address the wide variety of complex problems within their individual classrooms and across education organizations.

One LED shared:

I just look at it as a process, a process in my mind that we kind of naturally go through as educators, and so with the design thinking process I feel that it is codifying what we do and so we start off always in empathy and empathy is the heart of design thinking and so we are problem solving, who are we problem solving for – people, our learners and so this entire process that we go through of brain dumping it, trying it, getting feedback and coming back to it again so that we can make sure we were really insightful about what the problem really was for the users and we continue around this process to fine tune a potential solution is the design thinking process. Learning Experience Designer | Design39 Campus

One of the ways mastery of knowledge is demonstrated is by teaching others. To assess their mastery of design thinking in education, learning experience designers were asked to describe their confidence in teaching someone else how to integrate design thinking into their curriculum.

Many LEDs acknowledged that although this is what it often looked like in the first year of the school opening, they have since had the time, space and collaborative opportunities to explore and create deeper integration. This was a point of reference mentioned by 78% of LEDs.

I think a lot of people see design thinking as one science activity, we design think everything from rules to problems that come up in the playground, it’s all through the day, they (the learners) are always looking for problems to solve. Learning Experience Designer | Design39 Campus

In another example, four LEDs made a note using the exact same language that “design thinking is not always cardboard and duct tape.” What allows them to design learning that is more meaningful  one LED highlighted:

Not every day is about using duct tape and cardboard, sometimes to do the design to solve the problems you have to hunker down and read and research and so some days, design thinking is highlighting and taking notes. Learning Experience Designer | Design39 Campus

Another LED elaborated on this idea by sharing that

Design thinking is a way of thinking, not always a product that is created at the end. Learning Experience Designer | Design39 Campus

LEDs in all focus groups shared how ultimately design thinking was an opportunity to design lessons that are “ bigger than we are .” 

This allowed for the LEDs to design learning experiences. With this, the end result was not to just design a potential solution to a challenge that was identified. Or to simply go from one standard to another, checking off boxes along the way, but that the solution, the work the learners were doing lived beyond the classroom for an authentic audience, where learners are working on real world problems and presenting their solutions to a real world audience.

Almost all of the LEDs shared that to them design thinking was a mindset. It is a process of inquiry that allowed for a more human centered environment where the learner was the focus. 

This highlighted a critical shift in the culture at Design39, an element Sarason (2004) discussed in saying no one ever asks:

“Why is school not a place where educators learn as well?” 

Bring a Design Thinking Workshop to Your School

We’ve invested in technology. Now it’s time to invest in people. Let’s discuss how design thinking practices can enhance the work you are doing in your school, giving everyone the mindset and skills to navigate change with enthusiasm and optimism. Use this calendar to schedule a time with Sabba to discuss bringing a workshop to your school. Workshops can be delivered both virtually and in-person.

Attewell, P. (2001). The first and second digital divides. Sociology of Education, 74(3), 252-259

Borko, H., & Putnam, R.T. (1995). Expanding a teacher’s knowledge base: A cognitive psychological perspective on professional development. In T. Gusky & M. Huberman (Eds), Professional development in education: New paradigms and practices (pp.35-65). Teachers College Press. 

Brown, T & Wyatt, J. (2010). Design thinking for social innovation.  Stanford Social Science Review, 8 (1), 30-35.

Brynjolfsson, E. (2014).  The second machine age: Work, progress, and prosperity in a time of brilliant technologies  (1st t ed.). W. W. Norton & Company.

Carroll, M., Goldman, S., Britos, L., Koh, J., Royalty, A., & Hornstein, M. (2010). Destination, imagination and the fires within: Design thinking in a middle school classroom. International Journal of Art and Design Education, (29)1, 37-53.

Chin, D. B., Doris, Blair, K.P., Wolf, R., & Conlin, L., Cutumisu, M., Pfaffman, J., Schwartz, D.L. (2019). Educating and measuring choice: A test of the transfer of design thinking in problem solving and learning. Journal of the Learning Sciences. 1-44. 

Levy, F., & Murnane, R. (2013). Dancing with Robots. NEXT Report.

McKinsey Global Institute (2017). Technology, Jobs and the Future of Work. McKinsey. 

PwC (2017). Technology in U.S. Schools: Are we preparing our students for the jobs of tomorrow . Pricewater House Coopers. https://www.pwc.com/us/en/about-us/corporate-responsibility/library/preparing-students-for-technology-jobs.html .

Robinson, K., & Aronica, L. (2016). Creative schools: the grassroots revolution that’s transforming education. Penguin Books.

Shively, K., Stith, K.M., & Rubenstein, L.D. (2018). Measuring what matters: Assessing creativity, critical thinking, and the design process. Gifted Child Today, 41(3) 149-158.

World Economic Forum. (2018). The future of jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution . World Economic Forum. 

I believe that the future should be designed. Not left to chance. Over the past decade, using design thinking practices I've helped schools and businesses create a culture of innovation where everyone is empowered to move from idea to impact, to address complex challenges and discover opportunities. 

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Design Thinking in Education: Perspectives, Opportunities and Challenges

• December 2019
• Open Education Studies 1(1):281-306

• University of North Carolina at Chapel Hill

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Ideas Made to Matter

Design thinking, explained

Rebecca Linke

Sep 14, 2017

What is design thinking?

Design thinking is an innovative problem-solving process rooted in a set of skills.The approach has been around for decades, but it only started gaining traction outside of the design community after the 2008 Harvard Business Review article [subscription required] titled “Design Thinking” by Tim Brown, CEO and president of design company IDEO.

Since then, the design thinking process has been applied to developing new products and services, and to a whole range of problems, from creating a business model for selling solar panels in Africa to the operation of Airbnb .

At a high level, the steps involved in the design thinking process are simple: first, fully understand the problem; second, explore a wide range of possible solutions; third, iterate extensively through prototyping and testing; and finally, implement through the customary deployment mechanisms. 

The skills associated with these steps help people apply creativity to effectively solve real-world problems better than they otherwise would. They can be readily learned, but take effort. For instance, when trying to understand a problem, setting aside your own preconceptions is vital, but it’s hard.

Creative brainstorming is necessary for developing possible solutions, but many people don’t do it particularly well. And throughout the process it is critical to engage in modeling, analysis, prototyping, and testing, and to really learn from these many iterations.

Once you master the skills central to the design thinking approach, they can be applied to solve problems in daily life and any industry.

Here’s what you need to know to get started.

Understand the problem 

The first step in design thinking is to understand the problem you are trying to solve before searching for solutions. Sometimes, the problem you need to address is not the one you originally set out to tackle.

“Most people don’t make much of an effort to explore the problem space before exploring the solution space,” said MIT Sloan professor Steve Eppinger. The mistake they make is to try and empathize, connecting the stated problem only to their own experiences. This falsely leads to the belief that you completely understand the situation. But the actual problem is always broader, more nuanced, or different than people originally assume.

Take the example of a meal delivery service in Holstebro, Denmark. When a team first began looking at the problem of poor nutrition and malnourishment among the elderly in the city, many of whom received meals from the service, it thought that simply updating the menu options would be a sufficient solution. But after closer observation, the team realized the scope of the problem was much larger , and that they would need to redesign the entire experience, not only for those receiving the meals, but for those preparing the meals as well. While the company changed almost everything about itself, including rebranding as The Good Kitchen, the most important change the company made when rethinking its business model was shifting how employees viewed themselves and their work. That, in turn, helped them create better meals (which were also drastically changed), yielding happier, better nourished customers.

Involve users

Imagine you are designing a new walker for rehabilitation patients and the elderly, but you have never used one. Could you fully understand what customers need? Certainly not, if you haven’t extensively observed and spoken with real customers. There is a reason that design thinking is often referred to as human-centered design.

“You have to immerse yourself in the problem,” Eppinger said.

How do you start to understand how to build a better walker? When a team from MIT’s Integrated Design and Management program together with the design firm Altitude took on that task, they met with walker users to interview them, observe them, and understand their experiences.  

“We center the design process on human beings by understanding their needs at the beginning, and then include them throughout the development and testing process,” Eppinger said.

Central to the design thinking process is prototyping and testing (more on that later) which allows designers to try, to fail, and to learn what works. Testing also involves customers, and that continued involvement provides essential user feedback on potential designs and use cases. If the MIT-Altitude team studying walkers had ended user involvement after its initial interviews, it would likely have ended up with a walker that didn’t work very well for customers. 

It is also important to interview and understand other stakeholders, like people selling the product, or those who are supporting the users throughout the product life cycle.

The second phase of design thinking is developing solutions to the problem (which you now fully understand). This begins with what most people know as brainstorming.

Hold nothing back during brainstorming sessions — except criticism. Infeasible ideas can generate useful solutions, but you’d never get there if you shoot down every impractical idea from the start.

“One of the key principles of brainstorming is to suspend judgment,” Eppinger said. “When we're exploring the solution space, we first broaden the search and generate lots of possibilities, including the wild and crazy ideas. Of course, the only way we're going to build on the wild and crazy ideas is if we consider them in the first place.”

That doesn’t mean you never judge the ideas, Eppinger said. That part comes later, in downselection. “But if we want 100 ideas to choose from, we can’t be very critical.”

In the case of The Good Kitchen, the kitchen employees were given new uniforms. Why? Uniforms don’t directly affect the competence of the cooks or the taste of the food.

But during interviews conducted with kitchen employees, designers realized that morale was low, in part because employees were bored preparing the same dishes over and over again, in part because they felt that others had a poor perception of them. The new, chef-style uniforms gave the cooks a greater sense of pride. It was only part of the solution, but if the idea had been rejected outright, or perhaps not even suggested, the company would have missed an important aspect of the solution.

Prototype and test. Repeat.

You’ve defined the problem. You’ve spoken to customers. You’ve brainstormed, come up with all sorts of ideas, and worked with your team to boil those ideas down to the ones you think may actually solve the problem you’ve defined.

“We don’t develop a good solution just by thinking about a list of ideas, bullet points and rough sketches,” Eppinger said. “We explore potential solutions through modeling and prototyping. We design, we build, we test, and repeat — this design iteration process is absolutely critical to effective design thinking.”

Repeating this loop of prototyping, testing, and gathering user feedback is crucial for making sure the design is right — that is, it works for customers, you can build it, and you can support it.

“After several iterations, we might get something that works, we validate it with real customers, and we often find that what we thought was a great solution is actually only just OK. But then we can make it a lot better through even just a few more iterations,” Eppinger said.

Implementation

The goal of all the steps that come before this is to have the best possible solution before you move into implementing the design. Your team will spend most of its time, its money, and its energy on this stage.

“Implementation involves detailed design, training, tooling, and ramping up. It is a huge amount of effort, so get it right before you expend that effort,” said Eppinger.

Design thinking isn’t just for “things.” If you are only applying the approach to physical products, you aren’t getting the most out of it. Design thinking can be applied to any problem that needs a creative solution. When Eppinger ran into a primary school educator who told him design thinking was big in his school, Eppinger thought he meant that they were teaching students the tenets of design thinking.

“It turns out they meant they were using design thinking in running their operations and improving the school programs. It’s being applied everywhere these days,” Eppinger said.

In another example from the education field, Peruvian entrepreneur Carlos Rodriguez-Pastor hired design consulting firm IDEO to redesign every aspect of the learning experience in a network of schools in Peru. The ultimate goal? To elevate Peru’s middle class.

As you’d expect, many large corporations have also adopted design thinking. IBM has adopted it at a company-wide level, training many of its nearly 400,000 employees in design thinking principles .

What can design thinking do for your business?

The impact of all the buzz around design thinking today is that people are realizing that “anybody who has a challenge that needs creative problem solving could benefit from this approach,” Eppinger said. That means that managers can use it, not only to design a new product or service, “but anytime they’ve got a challenge, a problem to solve.”

Applying design thinking techniques to business problems can help executives across industries rethink their product offerings, grow their markets, offer greater value to customers, or innovate and stay relevant. “I don’t know industries that can’t use design thinking,” said Eppinger.

Ready to go deeper?

Read “ The Designful Company ” by Marty Neumeier, a book that focuses on how businesses can benefit from design thinking, and “ Product Design and Development ,” co-authored by Eppinger, to better understand the detailed methods.

Register for an MIT Sloan Executive Education course:

Systematic Innovation of Products, Processes, and Services , a five-day course taught by Eppinger and other MIT professors.

• Leadership by Design: Innovation Process and Culture , a two-day course taught by MIT Integrated Design and Management director Matthew Kressy.
• Managing Complex Technical Projects , a two-day course taught by Eppinger.
• Apply for M astering Design Thinking , a 3-month online certificate course taught by Eppinger and MIT Sloan senior lecturers Renée Richardson Gosline and David Robertson.

Steve Eppinger is a professor of management science and innovation at MIT Sloan. He holds the General Motors Leaders for Global Operations Chair and has a PhD from MIT in engineering. He is the faculty co-director of MIT's System Design and Management program and Integrated Design and Management program, both master’s degrees joint between the MIT Sloan and Engineering schools. His research focuses on product development and technical project management, and has been applied to improving complex engineering processes in many industries.

Read next: 10 agile ideas worth sharing

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Exploring Design Thinking in the Classroom

by:  Brandon Pousley

As a process, design thinking is a framework for observing and understanding the challenges people experience, defining and positioning those challenges as design opportunities, and generating, refining, and testing possible solutions. As a group of mindsets, design thinking encourages empathy, collaboration, communication, and experimentation. Design thinking holds promise in the classroom across various levels of implementation:

• As an intervention , design thinking can strategically help students generate and test solutions to a problem or drive a project forward at an inflection point. A hands-on design challenge in pairs or small groups can provide an active, shared experience for students to explore the process of design thinking in a compressed time frame.  
• As an adaptation , design thinking can complement other disciplines, such as the scientific method and the artistic process. Infusing a course with more than one of these concepts provides students with diverse ways to engage in deeper learning.  
• Fully integrated , design thinking can function as a framework for a sustained learning experience. Through embedded and scaffolded protocols students can explore a semester’s worth of content in a project-based design.

In this post we have highlighted how three HGSE instructors employ design thinking in their classrooms and how the Teaching and Learning Lab can support your exploration and application of design thinking.

Intervention

In its simplest form, design thinking can be leveraged as an intervention at one or more points during a course. This activity-driven approach can strategically help students generate and test solutions to a problem or drive a project forward at an inflection point.

A hands-on design challenge in pairs or small groups can provide an active, shared experience for students to explore the process of design thinking in a compressed time frame and provide them with specific feedback or input for next steps in their work. Supporting pre-work before the design session can provide the student with the background knowledge and context necessary to elevate the impact of design thinking beyond simply an activity.

Many students reported that the activity provided them with meaningful, actionable suggestions that they planned to incorporate into the next stage of their projects. Despite some initial concerns that they would not have enough relevant context to understand and be able to advise on their partner’s project work, students ultimately expressed surprise and satisfaction that they were able to be so helpful in supporting other students’ progress.

The Teaching and Learning Lab (TLL) was able to support Treacy by suggesting pre-class readings and videos to make sure students had enough context to engage in the activity, by adapting the Stanford d.school activity protocol , and by co-facilitating the design activity.

There are several themes within the mindsets and practices of design thinking that are complementary to other disciplines, such as the scientific method and the artistic process. Infusing a course with more than one of these concepts provides students with diverse ways to engage in deeper learning.

Seidel finds that the design process encourages students to get comfortable moving quickly to bring their ideas into the real world and to slow down to reflect on and reconsider their choices. Hands-on studio time in each class ensures students work collaboratively to test their designs and provide each other with feedback. Because of the pace and unpredictability of project work, students can often become frustrated. Seidel takes these opportunities to encourage the class: “Good. That is a powerful feeling and it means you are critically engaged in the process.” The design process ensures that all students experience these critical moments while also providing the structure for evaluation and the strategy for moving the work forward.

Integration

Due to the combination of cognitive skills, collaborative practices, and innovative outcomes, design thinking can also function as a framework for a sustained learning experience. The phases of design thinking are flexible and generative enough to provide a scaffold for students to explore a semester’s worth of content in a project-based design.

TLL Engagement and Additional Resources

With thoughtful design and responsive implementation, design thinking can be an effective way to give students new perspectives, enable greater creativity and collaboration, and impact real systems and learners. The TLL incorporates design thinking throughout our work—from scoping and defining new projects, to generating ideas and testing solutions with groups of learners, to generally bringing more creative approaches and collaborative processes to our portfolio. Working in this new way has enabled us to be more generative in our thinking, more collaborative in our partnerships, and more rigorous in our execution.

Over time, we have sourced, adapted, and implemented design thinking methods that apply to a spectrum of teaching and learning contexts. Whether you are looking for an activity or protocol to bolster a specific session or whether you are considering redesigning your course to incorporate more active, learner-centered experiences, the TLL can work with you to find resources, design activities, and engage learners in exploring the mindsets and practices of design thinking. Please contact Brandon Pousley ( [email protected] ) to learn more about how design thinking can bring value to you and your students.

We have also curated several resources on design thinking that you may find helpful as you explore the topic within your work:

Articles and Research Design Thinking for Social Innovation Design Thinking in Pedagogy Transforming Constructivist Learning into Action Design Thinking Applications in Teaching and Learning Teaching Design Thinking: Expanding Horizons in Design Education

Frameworks, Tools, and Protocols 90-Minute Design Thinking Crash Course D.School Bootcamp Bootleg IDEO: Design Thinking for Educators IDEO: Design Kit Methods Business Innovation Factors: Teachers Design for Education

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The 5 Stages in the Design Thinking Process

Design thinking is a methodology which provides a solution-based approach to solving problems. It’s extremely useful when used to tackle complex problems that are ill-defined or unknown—because it serves to understand the human needs involved, reframe the problem in human-centric ways, create numerous ideas in brainstorming sessions and adopt a hands-on approach to prototyping and testing. When you know how to apply the five stages of design thinking you will be impowered because you can apply the methodology to solve complex problems that occur in our companies, our countries, and across the world.

Design thinking is a non-linear, iterative process that can have anywhere from three to seven phases, depending on whom you talk to. We focus on the five-stage design thinking model proposed by the Hasso Plattner Institute of Design at Stanford (the d.school) because they are world-renowned for the way they teach and apply design thinking.

What are the 5 Stages of the Design Thinking Process

The five stages of design thinking, according to the d.school, are:

Empathize : research your users' needs .

Define : state your users' needs and problems.

Ideate : challenge assumptions and create ideas.

Prototype : start to create solutions.

Test : try your solutions out.

Let’s dive into each stage of the design thinking process.

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Hasso-Platner Institute Panorama

Ludwig Wilhelm Wall, CC BY-SA 3.0 <https://creativecommons.org/licenses/by-sa/3.0>, via Wikimedia Commons

Stage 1: Empathize—Research Your Users' Needs

Empathize: the first phase of design thinking, where you gain real insight into users and their needs.

© Teo Yu Siang and the Interaction Design Foundation, CC BY-NC-SA 3.0.

The first stage of the design thinking process focuses on user-centric research . You want to gain an empathic understanding of the problem you are trying to solve. Consult experts to find out more about the area of concern and conduct observations to engage and empathize with your users. You may also want to immerse yourself in your users’ physical environment to gain a deeper, personal understanding of the issues involved—as well as their experiences and motivations . Empathy is crucial to problem solving and a human-centered design process as it allows design thinkers to set aside their own assumptions about the world and gain real insight into users and their needs.

Depending on time constraints, you will gather a substantial amount of information to use during the next stage. The main aim of the Empathize stage is to develop the best possible understanding of your users, their needs and the problems that underlie the development of the product or service you want to create.

Stage 2: Define—State Your Users' Needs and Problems

Define: the second phase of design thinking, where you define the problem statement in a human-centered manner.

In the Define stage, you will organize the information you have gathered during the Empathize stage. You’ll analyze your observations to define the core problems you and your team have identified up to this point. Defining the problem and problem statement must be done in a human-centered manner .

For example, you should not define the problem as your own wish or need of the company: “We need to increase our food-product market share among young teenage girls by 5%.”

You should pitch the problem statement from your perception of the users’ needs: “Teenage girls need to eat nutritious food in order to thrive, be healthy and grow.”

The Define stage will help the design team collect great ideas to establish features, functions and other elements to solve the problem at hand—or, at the very least, allow real users to resolve issues themselves with minimal difficulty. In this stage, you will start to progress to the third stage, the ideation phase, where you ask questions to help you look for solutions: “How might we encourage teenage girls to perform an action that benefits them and also involves your company’s food-related product or service?” for instance.

Stage 3: Ideate—Challenge Assumptions and Create Ideas

Ideate: the third phase of design thinking, where you identify innovative solutions to the problem statement you’ve created.

During the third stage of the design thinking process, designers are ready to generate ideas. You’ve grown to understand your users and their needs in the Empathize stage, and you’ve analyzed your observations in the Define stage to create a user centric problem statement. With this solid background, you and your team members can start to look at the problem from different perspectives and ideate innovative solutions to your problem statement .

There are hundreds of ideation techniques you can use—such as Brainstorm, Brainwrite , Worst Possible Idea and SCAMPER . Brainstorm and Worst Possible Idea techniques are typically used at the start of the ideation stage to stimulate free thinking and expand the problem space. This allows you to generate as many ideas as possible at the start of ideation. You should pick other ideation techniques towards the end of this stage to help you investigate and test your ideas, and choose the best ones to move forward with—either because they seem to solve the problem or provide the elements required to circumvent it.

Stage 4: Prototype—Start to Create Solutions

Prototype: the fourth phase of design thinking, where you identify the best possible solution.

The design team will now produce a number of inexpensive, scaled down versions of the product (or specific features found within the product) to investigate the key solutions generated in the ideation phase. These prototypes can be shared and tested within the team itself, in other departments or on a small group of people outside the design team.

This is an experimental phase, and the aim is to identify the best possible solution for each of the problems identified during the first three stages . The solutions are implemented within the prototypes and, one by one, they are investigated and then accepted, improved or rejected based on the users’ experiences.

By the end of the Prototype stage, the design team will have a better idea of the product’s limitations and the problems it faces. They’ll also have a clearer view of how real users would behave, think and feel when they interact with the end product.

Stage 5: Test—Try Your Solutions Out

Test: the fifth and final phase of the design thinking process, where you test solutions to derive a deep understanding of the product and its users.

Designers or evaluators rigorously test the complete product using the best solutions identified in the Prototype stage. This is the final stage of the five-stage model; however, in an iterative process such as design thinking, the results generated are often used to redefine one or more further problems. This increased level of understanding may help you investigate the conditions of use and how people think, behave and feel towards the product, and even lead you to loop back to a previous stage in the design thinking process. You can then proceed with further iterations and make alterations and refinements to rule out alternative solutions. The ultimate goal is to get as deep an understanding of the product and its users as possible.

Did You Know Design Thinking is a Non-Linear Process?

We’ve outlined a direct and linear design thinking process here, in which one stage seemingly leads to the next with a logical conclusion at user testing . However, in practice, the process is carried out in a more flexible and non-linear fashion . For example, different groups within the design team may conduct more than one stage concurrently, or designers may collect information and prototype throughout each stage of the project to bring their ideas to life and visualize the problem solutions as they go. What’s more, results from the Test stage may reveal new insights about users which lead to another brainstorming session (Ideate) or the development of new prototypes (Prototype).

It is important to note the five stages of design thinking are not always sequential. They do not have to follow a specific order, and they can often occur in parallel or be repeated iteratively. The stages should be understood as different modes which contribute to the entire design project, rather than sequential steps.

The design thinking process should not be seen as a concrete and inflexible approach to design; the component stages identified should serve as a guide to the activities you carry out. The stages might be switched, conducted concurrently or repeated several times to gain the most informative insights about your users, expand the solution space and hone in on innovative solutions.

This is one of the main benefits of the five-stage model. Knowledge acquired in the latter stages of the process can inform repeats of earlier stages . Information is continually used to inform the understanding of the problem and solution spaces, and to redefine the problem itself. This creates a perpetual loop, in which the designers continue to gain new insights, develop new ways to view the product (or service) and its possible uses and develop a far more profound understanding of their real users and the problems they face.

The Take Away

Design thinking is an iterative, non-linear process which focuses on a collaboration between designers and users. It brings innovative solutions to life based on how real users think, feel and behave.

This human-centered design process consists of five core stages Empathize, Define, Ideate, Prototype and Test.

It’s important to note that these stages are a guide. The iterative, non-linear nature of design thinking means you and your design team can carry these stages out simultaneously, repeat them and even circle back to previous stages at any point in the design thinking process.

References & Where to Learn More

Take our Design Thinking course which is the ultimate guide when you want to learn how to you can apply design thinking methods throughout a design thinking process. Herbert Simon, The Sciences of the Artificial (3rd Edition), 1996.

d.school, An Introduction to Design Thinking PROCESS GUIDE , 2010.

Gerd Waloszek, Introduction to Design Thinking , 2012.

Hero Image: © the Interaction Design Foundation, CC BY-NC-SA 3.0.

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Download our free ebook The Basics of User Experience Design to learn about core concepts of UX design.

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Design Thinking has been widely recognized as an alternative way of thinking and methodology for problem solving in Education institutions from K-12 to Grad Schools in educational institutions such as Stanford, MIT, Darden School of Business at Virginia University, Carnegie Mellon and many more. Read about their courses, programs, research and other involvement with design thinking on this page.

See our listing of courses and programs offered by all Universities and other institutions on the Education page .

This is a follow on article to our original article "5 Design Thinking Examples for Students" .

What are Design Thinking Tools? Design thinking is an approach to problem-solving that is centered around understanding the needs and experiences of end-users. It is a creative and innovative approach that is used by designers and organizations to develop effective solutions to complex problems. Design thinking tools are a set of methods and techniques that facilitate the design thinking process. In this article, we will discuss some of the most popular design thinking tools and their benefits.

1. Empathy Mapping

Design thinking training has become increasingly popular in recent years, with businesses and organizations around the world looking to develop their innovation and problem-solving capabilities. While design thinking can be a powerful tool for creativity and innovation, there are also some potential pitfalls and limitations to its use. In this article, we will critically examine design thinking training, looking at its strengths and weaknesses, and providing recommendations for how to make the most of this approach.

Design thinking has emerged as one of the most popular frameworks for creative problem-solving. It has been used by businesses, startups, and non-profits around the world to develop innovative solutions to complex challenges. As a result, the demand for design thinking certification has increased significantly. However, the question remains, is design thinking certification necessary, and does it truly add value to the process of design thinking?

Welcome to our educators page. We hope that we can support you on your journey to discover and use Design Thinking to help the next generation to become more confident in using creativity to solve problems.

Why is Design Thinking important for students?

21st Century Learning and Innovation Skills are the skills that will be essential for students to possess to thrive in the increasingly complex life and work environments in the 21st century. These include:

• Creativity and Innovation • Critical Thinking and Problem Solving • Communication • Collaboration

Applying Design Thinking internally, within a group, community or to ourselves. This is a new application of the Design Thinking Methodology.

An internal application in this sense can have two meanings. First, the internal application of design thinking tactics within a group, organization or community, and second, the internal application of design thinking to one’s own self and life.

Can Design Thinking help you solve your own problems?

Talk to any educator, parent, or policy maker and you will inevitably hear about the many problems that exist in education. It’s not for lack of trying—millions of people are working across the country to find new solutions for our schools. And yet we’re struggling to find new answers that make a real difference. 

Recently IDEO, the design and innovation firm where I work, collaborated with San Francisco Unified School District to develop a new vision for their food system.

This case study focuses on a Design Thinking Workshop for primary school learners. The aim of the workshops was to provide learners with a new set of skills which they can employ when problem solving for real world challenges.

Building resilience is essential for cities that face increasing uncertainty and new challenges that threaten the well-being of its citizens. This is especially important when looking at the diversity and complexity of potential shocks and stresses. 

This study shows that a short, 3-day intervention can make a positive impact on young female youths’ perceptions of STEM, pro-social attitudes, creative confidence, and career pathways. It does this by creating a “hook” or stimulating interest among youths to have a more favorable opinion about working in STEM.

The study’s second finding is that persistent gender norms are hard to overturn and require additional interventions.

This very informative article discusses design thinking as a process and mindset for collaboratively finding solutions for wicked problems in a variety of educational settings. Through a systematic literature review the article organizes case studies, reports, theoretical reflections, and other scholarly work to enhance our understanding of the purposes, contexts, benefits, limitations, affordances, constraints, effects and outcomes of design thinking in education.

Specifically, the review pursues four questions:

As children move from kindergarten, through middle school, and to high school, instruction shifts from stories to facts, from speculation to specifics, and imagination fades from focus. Design Thinking provides an alternative model to traditional ways of learning academic content by challenging students to find answers to complex, nuanced problems with multiple solutions and by fostering students’ ability to act as change agents.

In her doctoral paper Loraine Rossi de Campos explores the use of Design Thinking in a school district for a 4-5 grade school.

How to use design thinking to make great things actually happen by Tim Brown and Roger L. Martin. In this great HBR article, the authors look at design thinking in Finance with two case studies, one from MassMutual and the other from Intercorp. Group of Peru.

In this article highlighting the development of the acceptance of Design Thinking, they discuss how Design Thinking helps to create the artifact that creates the new solution as well as the intervention/s that brings the artifact to life.

Ever since it became clear that smart design led to the success of many products, companies have been employing it in other areas, from customer experiences, to strategy, to business ecosystems. But as design is used in increasingly complex contexts, a new hurdle has emerged: gaining acceptance (for the new solutions).

Read more...

Reham has been working at Mohammed bin Rashid school, a public school in Dubai, for the last five years as a Design & Technology Teacher. She teaches grades 3 to grade 8 students. Prior to working as a teacher, Reham was an architect and worked at an engineering consultancy where her duties included designing buildings using Autocad and 3d Max software. 

In an ever changing society of the 21st century, there is a demand to equip students with meta competences going beyond cognitive knowledge. Education, therefore, needs a transition from transferring knowledge to developing individual potentials with the help of constructivist learning. A Scheer, C Noweski,  C Meinel , University of Potsdam, Germany.

Design Thinking is the most effective method of teaching constructivist learning.

Developing environmental sustainability strategies, the Double Diamond method of LCA and design thinking: a case study from aged care. Journal of Cleaner Production, 85, 67-82. Stephen J. Clune*, Simon Lockrey.

The Stanford University d.school  -  Design Thinking Bootcamp Bootleg , Design Thinking tools and the  Resources page . have gone through a number of iterations to refine the exercises and tools. The Bootleg offers the latest version (as of May 2020) for people to download and use for free.

Watch this video from Nathan Shedroff on design strategy and the merging of business and design. In this video Nathan very clearly articulates the difference between design and design thinking and discusses how design needs to mesh with business and business with design. Well worth watching.

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Admissions needs to communicate consistently at each touchpoint. Prospective students and families want to assess whether this educational experience is the right fit for them. Current students and alumni are asking for Maize and Blue landmarks to build the Michigan Tradition across campus.

Design Thinking is a powerful approach to problem solving and supports schools in moving toward a more hands-and minds-on, challenge-based curriculum. We want kids to be engaged right? You won't believe how well Design Thinking engages kids.

Watch this video...

Design Thinking in daily life is about creating creative and collaborative workflows engineered to tackle big projects and prototyping to discover new solutions.

And although we have K-12 schools incorporating design thinking into their curriculum and instruction, as well as educators attending  design thinking workshops  at places like the d. School at Stanford, what does design thinking in daily life really look like in K-12 classrooms and schools?

If we want our students to think critically, consider the needs of others and then develop solutions to solve real problems, design thinking project ideas offer a useful framework to make that happen. Are you looking to give it a try this year? Here are 6 design thinking project ideas that take students through the 5 stages – empathize, define, ideate, prototype and test – and get them digging deeper.

This video showcases three projects during this year’s Design Thinking Club. Each group of students used the design thinking method to help improve a school experience or help a teacher in need.

David Lee walks us through three Design Thinking projects. It's a great example of how the process works and the type of results that it produced.

Watch the kids go through the process and produce really great solutions. It is inspiring.

Watch here...

In this presentation from the Hathaway Brown School in Ohio, teachers will learn about the design thinking process, how it ties to the 21st century skills and how to conduct workshops for different grades. It provides a good overview for teachers who want to try Design Thinking in their classroom.

There are not that many Design Thinking project examples for students on the web. Most design thinking project examples are aimed at working professionals i.e. engineers, marketing, business people, and are not really great project examples for K-12 and college students to grasp how the process works. Nor is it easy to understand how they apply to your particular problem or passion.

The Stanford d.school's Design Thinking Workshop is a powerful tool for developing innovative solutions to complex problems. The workshop combines empathy, creativity, and critical thinking to develop unique and effective solutions to a wide range of problems. This article will explore the how long the workshop should take, and some tips and tools to ensure a successful Design Thinking Workshop.

How Long Should the Workshop Take?

The way we are educating students is not the way that they will have to work to succeed in the world. When last did you see students working together in teams and collaborating on problem solving? Education is an individual pursuit in a world that needs team thinking and collaborative skills.

Listen to her TED Talk...

Too often, we hear students say they want to leave West Virginia because there are limited opportunities and few things to do. Simulated Workplace Entrepreneurship Education Pathway (SWEEP) turns that notion on its head and empowers students to generate and create those opportunities

Design Thinking is a creative process that helps you design meaningful solutions to problems in the classroom, at your school, and in your community. This Design Thinking toolkit and Designer's Workbook provides you with instructions to explore Design Thinking with your students. Using the Design Thinking toolkit will help you to get your students engaged in the classroom in ways that are hard to achieve through other exercises.

Design thinking offers a creative yet structured approach for addressing large-scale challenges. 

We offer a summary of the webinar,   Design Thinking: Education Edition , which discusses design thinking principles and process, describes real-world examples of design thinking in action, and offeres possibilities for how you might introduce the approach into your own organization.

What is Design Thinking? A Handy Guide for Teachers

In this post, Mandi Dimitriadis, Director of Learning at Makers Empire, will help you understand more about Design Thinking. You’ll get to know what Design Thinking is, why Design Thinking is important, the phases of the Design Thinking process and how you might teach your students how to use Design Thinking to reframe problems and needs as actionable statements.

Designers use particular ways of thinking to create innovative new products and design solutions to challenging problems. As educators, we can learn a lot from the way designers think.

What is Design Thinking?

• A solutions-based approach to solving problems.
• An iterative, non-linear process.
• A way of thinking and working.
• Supported by a collection of strategies and methods.
• Develop empathy and understand the needs of the people we are designing solutions for.
• Define problems and opportunities for designing solutions.
• Generate and visualise creative ideas.
• Develop prototypes.
• Test solutions and seek feedback.

Why is Design Thinking important?

Consider the rapidly changing world we live in. To thrive in the future students will need to be adaptable and flexible. They will need to be prepared to face situations that they have never seen before. Design Thinking is one of the best tools we can give our students to ensure they:

• Have creative confidence in their abilities to adapt and respond to new challenges.
• Are able to identify and develop innovative, creative solutions to problems they and others encounter.
• Develop as optimistic, empathetic and active members of society who can contribute to solving the complex challenges the world faces.

How can students use Design Thinking?

So what does Design Thinking look like in action?

Watch these inspiring videos made by schools in Australia showing how students used Design Thinking and Makers Empire to solve common real-world problems in their classroom, school and communities.

Please note that the Makers Empire app depicted in this video is a much earlier version of the app.

How did the students in the videos use design thinking.

In the Forbes primary school bag tag video, for example, we saw our first graders:

• Developing and agreeing on criteria for their designs.
• Selecting tools and materials – in this case, Makers Empire and 3D printing.
• Supporting each other to learn how to use the new tools.
• Producing a working prototype.

The testing process for our first graders involved:

• Giving each other feedback
• Assessing their designs against the previous agreed criteria
• Making modifications and improvements to their designs
• Testing their designs in the context they would be used.
• Reflecting on their problem-solving processes and learning outcomes.

How can we teach Design Thinking with little time to plan?

Makers Empire teachers never cease to impress us with their innovative and creative ideas for using Makers Empire to help students achieve curriculum learning outcomes. However, we also know how busy teachers are and how difficult it can be to find time to plan engaging, curriculum-aligned units of work. So we created ready-made Challenge Courses . 

Each themed course is a complete design program comprising videos, quizzes, tutorials & design challenges.  Challenge Courses are aligned to curriculum outcomes and teach real world-problem solving using Design Thinking. Challenge courses take 4-10 weeks to complete so teachers might plan to have students do a course during one lesson/week over a term. During that term, students will address all aspects of the Design and Technologies curriculum without teachers needing to do any extra planning. 

How can we learn more about Design Thinking?

Makers Empire offers customisable Design Thinking and 3D design learning programs to school districts, education departments , and groups of schools .

Through our professional learning programs, teachers learn how to use Design Thinking and 3D design to transform the way they teach STEM subjects and help  equip students with the skills and attitudes they’ll need to thrive in the future.

We’ve delivered Design Thinking and 3D technology programs to groups of 200+ schools in Australia, America and the Middle East so we have the right experience, skills and team to help you.

How will you teach Design Thinking?

Now it’s your turn. Think about projects you can do with your students that will help enhance and deepen learning. How might you support your students to:

• Develop empathy , insights and understandings.
• Define a problem as an actionable question.
• Generate and visualise ideas.
• Develop prototypes; and
• Evaluate and test their designed solutions.

Makers Empire is an excellent way to teach Design Thinking to students. You can sign up for a free school trial at the top of this website. Don’t forget to download our free  Design Thinking posters and worksheets , too.

Mandi Dimitriadis

Mandi Dimitriadis, DipT. is a highly respected educator and speaker who works internationally with elementary, primary and middle schools to help teachers develop Design Thinking, embrace maker pedagogy and cover Design & Technology Curriculum. She is an experienced classroom teacher who recognises the power of technology to enhance teaching and improve educational outcomes. Mandi has extensive experience with curriculum development, having previously developed programs for the Australian Government’s Department of Education.

How to Enhance Design Thinking with ChatGPT

New technologies are always posing challenges in the educational sector.  It’s not the technology that’s the issue, but the people and processes.  Educators’ approaches to these digital advancements must not be to deny their existence but to understand how they can be used to transform assessment.  AI tools, such as ChatGPT, offer students access to a wealth of information and can be most useful as research and practice guides in active and applied problem-solving tasks such as those used in design thinking.

So how can teachers embrace ChatGPT and use it to enhance design thinking approaches? 

ChatGPT is capable of facilitating the generation of novel ideas, enhancing creativity and improving product development (Haleem, 2022).  It can reinforce the principles of design thinking through its ability to generate student centred solutions with its iterative problem solving approach (Enhold, 2022).  For each of the phases in design thinking, ChatGPT can be a useful tool.

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The Future of Design Thinking in Education: Challenges and Possibilities

• First Online: 21 February 2021

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Educational Design and Construction: Processes and Technologies

Education, Technology and Design: A Much Needed Interdisciplinary Collaboration

Design Thinking the Future: Critical Perspectives on Design Studies, Design Knowledge, and Education

Barron, B., & Darling-Hammond, L., et al. (2008). Teaching for meaningful learning: A review of research on inquiry-based and cooperative learning. In L. Darling-Hammond (Ed.), Powerful learning: What we know about teaching for understanding (pp. 11–70). San Francisco, CA: Jossey-Bass.

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Razzouk, R., & Shute, V. (2012). What is design thinking and why is it important? Review of Education Research, 82 (3), 330–348. https://doi.org/10.3102/0034654312457429 .

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Lock, J., Scott, D. (2021). The Future of Design Thinking in Education: Challenges and Possibilities. In: Scott, D., Lock, J. (eds) Teacher as Designer. Springer, Singapore. https://doi.org/10.1007/978-981-15-9789-3_11

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Improving Schools Through Design Thinking

Along with teaching students how to master design thinking, this five-step model of empathize, define, ideate, prototype, and test can also be used in running the school itself.

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Design thinking is a human-centered approach to problem solving that begins with developing empathy for those facing a particular challenge. It serves as a framework that helps to define problems, empathize with others, develop prototypes of possible solutions, and hone those prototypes through multiple iterations until they have generated a viable solution to the challenge at hand. Design thinking encourages a bias toward action and, because of its reliance on rapid prototyping, frees practitioners to embrace the notion of failing forward because it's OK to make mistakes -- that's where breakthrough ideas are born.

While a growing number of schools around the world are using design thinking in classrooms and empowering students to solve authentic challenges as part of an inquiry-based curriculum, this powerful process can also be used to improve the overall school experience. Many successful businesses embrace design thinking to improve their products and enhance their customers' experiences to great effect. Why, then, would we not do the same with our schools? As a school administrator, I've seen design thinking effectively used to improve daily operations as well as enhance both the in-class and out-of-class experiences for teachers, students, and parents.

Using the five main stages of the design thinking process, I'd like to share some ways that we've been able to create better experiences for all of our stakeholders.

1. Empathize

Empathy is the foundation and the heart of the design thinking process. Everything else is built upon it. Empathy is a powerful tool to develop an understanding of others' needs, requiring us to look beyond ourselves and see the world from someone else's point of view. Every day, we create experiences in our schools, whether in classrooms, on athletic fields, or even in the cafeteria. Yet how often do we stop to think how our users (our students, parents, teachers, and anyone else who comes in contact with our campus) are receiving those experiences? As a staff, we focus on how best to meet all of our users' needs, from the lessons we teach to the traffic flow in our parking lots to our responses to visitors on our campus. While schools often teach students to develop an understanding of viewpoints that aren't like their own, why don't we focus on demonstrating that same understanding toward our students, our colleagues, or the parents whose children we teach? Honestly seeking to understand their situation can change our perception in such a way that we're better prepared to meet their needs.

When problems arise in our schools, it's easy for many of us to give our two cents about how it should be handled. After all, we're highly-educated, intelligent people with frequent opinions about how things should be done. How often, though, do we ask the opinion of those who are actually having the problem? So when the new discipline policy isn't working or the parent pick-up line is regularly backed up, we're missing an opportunity to create a better solution if we don't seek input from all involved. In design thinking, establishing a clear definition of the challenge at hand requires seeking the input of those who are being directly affected. That means listening to the parents, students, or teachers involved so as to understand their point of view as well as including them in the process for designing the solution, or at least providing feedback on it. Clearly defining the problem gives you a better chance at creating a clear solution.

This user input is essential not only for helping clearly define the issues that are affecting them, but also for guiding the development of solutions to those problems. Once we understand their needs, we're better equipped to meet them. During the ideation (or brainstorming) process, we often work in teams that represent all of our staff members (teachers, custodians, bookkeepers, etc.) to rapidly generate as many solutions as they can to the problems we're addressing. We frequently ask them to take a "blue sky thinking" approach and suggest ideas in which the sky's the limit and money is no object. Frequently, these ideas that lie outside of the box of our normal thinking yield innovative solutions. Once we've identified our most actionable solutions, we hone them into prototypes that can be tested.

4. Prototype

Whenever we institute a new idea or policy, be it a curriculum change or a procedure for loading and unloading busses, we consider it a prototype that's subject to revision instead of an edict that's written in stone. Understanding that prototypes may go through multiple iterations before a final product is produced encourages a mindset that's flexible, agile, and willing to work through the problem until the best result is obtained. So if input from teachers, students, and parents reveals that the new dress code has some flaws, instead of doubling down, we modify and revise based on their feedback until we develop the strongest solution. Involving your stakeholders can create not only stronger buy-in, but often stronger ideas as well.

The final stage in the design thinking process involves testing your prototype to determine what works and what could be improved upon. As previously mentioned, we strive to be flexible when rolling out any new initiative. Too often, if a new idea doesn't work flawlessly right out of the gate, it's quickly labeled a failure. When this happens (and it will), don’t think of it as simply failing, think of it as failing forward -- an outlook which recognizes that if you don't give up, if you learn from the mistakes made, you're better positioned to create a stronger solution next time. Make your course corrections based on observation and feedback, then roll out Version Two.

While many schools are having great success with design thinking, enhancing students' learning by equipping them with a proven process for meaningfully applying their knowledge and skills, we should also examine how that same process can be used for improving the overall effectiveness of our schools. If you're interested in learning more and are seeking a group of practitioners well-versed in applying design thinking to all facets of education, join in the conversation on Twitter at #dtk12chat . I also welcome your thoughts in the comments section below.

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What Is Design Thinking & Why Is It Important?

• 18 Jan 2022

In an age when innovation is key to business success and growth, you’ve likely come across the term “design thinking.” Perhaps you’ve heard it mentioned by a senior leader as something that needs to be utilized more, or maybe you’ve seen it on a prospective employee's resume.

While design thinking is an ideology based on designers’ workflows for mapping out stages of design, its purpose is to provide all professionals with a standardized innovation process to develop creative solutions to problems—design-related or not.

Why is design thinking needed? Innovation is defined as a product, process, service, or business model featuring two critical characteristics: novel and useful. Yet, there’s no use in creating something new and novel if people won’t use it. Design thinking offers innovation the upgrade it needs to inspire meaningful and impactful solutions.

But what is design thinking, and how does it benefit working professionals?

What Is Design Thinking?

Design thinking is a mindset and approach to problem-solving and innovation anchored around human-centered design . While it can be traced back centuries—and perhaps even longer—it gained traction in the modern business world after Tim Brown, CEO and president of design company IDEO, published an article about it in the Harvard Business Review .

Design thinking is different from other innovation and ideation processes in that it’s solution-based and user-centric rather than problem-based. This means it focuses on the solution to a problem instead of the problem itself.

For example, if a team is struggling with transitioning to remote work, the design thinking methodology encourages them to consider how to increase employee engagement rather than focus on the problem (decreasing productivity).

The essence of design thinking is human-centric and user-specific. It’s about the person behind the problem and solution, and requires asking questions such as “Who will be using this product?” and “How will this solution impact the user?”

The first, and arguably most important, step of design thinking is building empathy with users. By understanding the person affected by a problem, you can find a more impactful solution. On top of empathy, design thinking is centered on observing product interaction, drawing conclusions based on research, and ensuring the user remains the focus of the final implementation.

The Four Phases of Innovation

So, what does design thinking entail? There are many models of design thinking that range from three to seven steps.

In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase innovation framework. The phases venture from concrete to abstract thinking and back again as the process loops, reverses, and repeats. This is an important balance because abstract thinking increases the likelihood that an idea will be novel. It’s essential, however, to anchor abstract ideas in concrete thinking to ensure the solution is valid and useful.

Here are the four phases for effective innovation and, by extension, design thinking.

The first phase is about narrowing down the focus of the design thinking process. It involves identifying the problem statement to come up with the best outcome. This is done through observation and taking the time to determine the problem and the roadblocks that prevented a solution in the past.

Various tools and frameworks are available—and often needed—to make concrete observations about users and facts gathered through research. Regardless of which tools are implemented, the key is to observe without assumptions or biased expectations.

Once findings from your observations are collected, the next step is to shape insights by framing those observations. This is where you can venture into the abstract by reframing the problem in the form of a statement or question.

Once the problem statement or question has been solidified—not finalized—the next step is ideation. You can use a tool such as systematic inventive thinking (SIT) in this stage, which is useful for creating an innovative process that can be replicated in the future.

The goal is to ultimately overcome cognitive fixedness and devise new and innovative ideas that solve the problems you identified. Continue to actively avoid assumptions and keep the user at the forefront of your mind during ideation sessions.

The third phase involves developing concepts by critiquing a range of possible solutions. This includes multiple rounds of prototyping, testing, and experimenting to answer critical questions about a concept’s viability.

Remember: This step isn’t about perfection, but rather, experimenting with different ideas and seeing which parts work and which don’t.

4. Implement

The fourth and final phase, implementation, is when the entire process comes together. As an extension of the develop phase, implementation starts with testing, reflecting on results, reiterating, and testing again. This may require going back to a prior phase to iterate and refine until you find a successful solution. Such an approach is recommended because design thinking is often a nonlinear, iterative process.

In this phase, don’t forget to share results with stakeholders and reflect on the innovation management strategies implemented during the design thinking process. Learning from experience is an innovation process and design thinking project all its own.

Check out the video about the design thinking process below, and subscribe to our YouTube channel for more explainer content!

Why Design Thinking Skills Matter

The main value of design thinking is that it offers a defined process for innovation. While trial and error is a good way to test and experiment what works and what doesn’t, it’s often time-consuming, expensive, and ultimately ineffective. On the other hand, following the concrete steps of design thinking is an efficient way to develop new, innovative solutions.

On top of a clear, defined process that enables strategic innovation, design thinking can have immensely positive outcomes for your career—in terms of both advancement and salary.

As of December 2021, the most common occupations requiring design thinking skills were:

• Marketing managers
• Industrial engineers
• Graphic designers
• Software developers
• General and operations managers
• Management analysts
• Personal service managers
• Architectural and engineering managers
• Computer and information systems managers

In addition, jobs that require design thinking statistically have higher salaries. Take a marketing manager position, for example. The median annual salary is $107,900. Marketing manager job postings that require design thinking skills, however, have a median annual salary of $133,900—a 24 percent increase.

Overall, businesses are looking for talent with design thinking skills. As of November 2021, there were 29,648 job postings in the United States advertising design thinking as a necessary skill—a 153 percent increase from November 2020, and a 637 percent increase from November 2017.

As businesses continue to recognize the need for design thinking and innovation, they’ll likely create more demand for employees with those skills.

Learning Design Thinking

Design thinking is an extension of innovation that allows you to design solutions for end users with a single problem statement in mind. It not only imparts valuable skills but can help advance your career.

It’s also a collaborative endeavor that can only be mastered through practice with peers. As Datar says in the introduction to Design Thinking and Innovation : “Just as with learning how to swim, the best way to practice is to jump in and try.”

If you want to learn design thinking, take an active role in your education. Start polls, problem-solving exercises, and debates with peers to get a taste of the process. It’s also important to seek out diverse viewpoints to prepare yourself for the business world.

In addition, if you’re considering adding design thinking to your skill set, think about your goals and why you want to learn about it. What else might you need to be successful?

You might consider developing your communication, innovation, leadership, research, and management skills, as those are often listed alongside design thinking in job postings and professional profiles.

You may also notice skills like agile methodology, user experience, and prototyping in job postings, along with non-design skills, such as product management, strategic planning, and new product development.

Is Design Thinking Right for You?

There are many ways to approach problem-solving and innovation. Design thinking is just one of them. While it’s beneficial to learn how others have approached problems and evaluate if you have the same tools at your disposal, it can be more important to chart your own course to deliver what users and customers truly need.

You can also pursue an online course or workshop that dives deeper into design thinking methodology. This can be a practical path if you want to improve your design thinking skills or require a more collaborative environment.

Are you ready to develop your design thinking skills? Explore our online course Design Thinking and Innovation to discover how to leverage fundamental design thinking principles and innovative problem-solving tools to address business challenges.

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{{item.title}}, my essentials, ask for help, contact edconnect, directory a to z, how to guides, stem education, phases of design thinking.

Common to many design thinking models are the following phases:

• Identifying and defining the problem
• Researching and planning a solution
• Producing and implementing a solution
• Testing and evaluating the solution

The following graphic outlines these four key steps.

• Design thinking model A3 (PDF 122 KB)
• Design thinking model A5 (PDF 127 KB)

When developing a STEM program, the phases embedded in design thinking provide a scaffold to build students’ understanding of the problem, to create innovative ideas and to develop a viable solution.

There are many design thinking models used across educational contexts. A great place to start is the department’s Digital Learning Selector design thinking tool. This interactive tool provides teachers and students with a series of activities and resources to support the design thinking process. Through stem.T4L , all NSW public schools have access to trial STEM kits and accompanying support resources, including lesson plans and tech tutorials.

Learn how to develop a driving question or find out more about design thinking across the curriculum including watching a video introducing students to the design thinking process.

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Creativity and design thinking program.

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Program Enrollment: $3,495

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Let’s make creativity and innovation part of your standard operating procedures. With our design thinking courses, you can bring new ideas and fresh perspectives to your team, your department, or your entire company. We’ll show you how design thinking can (and will) unlock your creativity so that you can repeatedly come up with innovative ideas and solutions to problems (big and small) that you face in your life and your work. Through online content, hands-on assignments, ongoing coaching, and proven frameworks, you'll learn how to practice and champion design thinking in any role you're in.

• Continuously produce breakthrough ideas
• Catalyze design thinking in your company
• Unlock the innovative capacity of your team
• Build a lifelong practice of creative problem-solving

Program Components

Introduction to Design Thinking

Jeremy Utley and Justin Ferrell will introduce you to design thinking, as they teach it every day here at the Stanford d.School. Get started in your design thinking journey and prepare for further, more hands-on courses.

Achieving Innovation through Inspiration

Inspiration isn’t something you wait for. It’s something you work for. Gain the critical tools you need to seek the inspiration that will turn unknowns into radically new products and services.

Empathize and Prototype: A Hands on Dive into the Key Tools of Design Thinking

Master techniques for gaining empathy with customers and immediately put them to use in a series of hands-on exercises that guide you from synthesis to prototyping and testing.

Innovation at Work

Follow along with hands-on exercises that lead you from ideation to prototyping and presentation. You'll learn how to lead innovation and brainstorming sessions in your company.

Live Interaction with Faculty and Peers

Participate in monthly “Activation Hours” where you’ll join our program instructors live, as they walk you through new, supplemental creativity and design thinking content. In the discussion sessions, you will meet and collaborate with your fellow learners.

Dr. Kathryn Segovia of the Stanford d.school will guide you through a series of coaching lessons between each course that will help you build your daily creative practice and form a lifelong routine that fosters innovation.

Chats with David Kelley

Throughout the program, David Kelley invites you into his personal design studio for a series of chats on different aspects of creativity and design thinking, from the origins of design thinking to strengthening your creative muscles and building creative confidence.

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Enroll as a group and learn together. By participating together, your group will develop a shared knowledge, language, and mindset to tackle challenges ahead. We can advise you on the best options to meet your organization’s training and development goals.

What You'll Earn

You’ll earn a Stanford Certificate of Achievement in Creativity and Design Thinking when you successfully complete this program. 

Your blockchain-verified digital certificate will allow you to showcase your achievements on LinkedIn and other platforms, validate credentials with employers, and highlight your expertise.

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Ready to transform your company and build a culture of innovative problem-solving? Bring design thinking to your team and colleagues today.

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Academic Director

David Kelley

Donald W. Whittier Professor Mechanical Engineering

David Kelley's work is dedicated to helping people gain confidence in their creative abilities. He employs a project based methodology called Design Thinking within both the Product Design Program and the Hasso Plattner Institute of Design.  Design Thinking is based on building empathy for user needs, developing solutions with iterative prototyping, and inspiring ideas for the future through storytelling.  The Product Design program emphasizes the blending of engineering innovation, human values, and manufacturing concerns into a single curriculum. Kelley teaches engineering design methodology, the techniques of quick prototyping to prove feasibility, and design through understanding of user needs.

Teaching Team

Justin Ferrell

Strategic Partnerships

Hasso Plattner Institute of Design at Stanford

Justin Ferrell joined the d.school in 2012 to redesign and direct its fellowship program. A career journalist specializing in organizational behavior and design, Justin worked for seven years at The Washington Post, most recently as the director of digital, mobile & new product design. He brought mobile designers and programmers into the newsroom, and enabled collaborative teams of reporters, editors and developers to create groundbreaking work. Also a prolific visual storyteller, Justin designed several award-winning projects — including the investigative series “Angler: The Cheney Vice Presidency,” winner of the 2008 Pulitzer Prize for National Reporting. He has spoken on creative culture and human-centered design in many venues, from the SXSW Interactive festival in Austin, to the Norwegian Research Council in Oslo, to the U.S. Embassy in Dublin, to Education City in Doha, Qatar. Justin teaches Stanford graduate courses in design thinking, creativity and organization design. He also teaches executive education at the Stanford Graduate School of Business, and his consulting clients have included Hewlett-Packard, IDEO and Citi Ventures. He has led many innovation workshops, including sessions for Alestra, Facebook, Google, Knight Foundation, Nokia, SAP, the U.S. Department of State, The United Nations and the World Economic Forum.

Perry Klebahn

Adjunct Professor, Director of Executive Education

When it comes to startups, corporations and executive leadership, Perry’s seen just about everything. He's a seasoned entrepreneur, product designer, chief executive and co-founding member of the d.school faculty with over 20 years of experience. He also loves math, motorcycles and making things. Perry brought two out of three of those interests to bear when he created a new category of sportswear by way of a high-performance shoe — a snowshoe — for his product design master’s thesis. He went on to found the Atlas Snowshoe Company, which remains the leader in snowshoe design and technology. Perry sold Atlas and became the head of Sales and Marketing for the clothing brand, Patagonia in 2000. He then went on to be named the CEO of the iconic bag company, Timbuk2 in 2007. Both opportunities gave him extensive experience in brand turn-around, design and innovation. Despite his years running startups and corporations, Perry’s true calling is teaching. He leverages the breadth and depth of his experience as he pushes his students to bring rigor and precision to their fast-paced design work. His students often tell him that, while they were intimidated by him during the course, they're grateful for the pressure he placed on them to exceed their own expectations. Perry is a founding teaching team member for the d.school’s startup gauntlet class, Launchpad, the innovation leadership course, d.leadership and the week-long executive education intensive, Bootcamp. He is also on the teaching teams for the personal development course, Designer in Society and the organizational change course, d.org. In every class, Perry guides his students to look back in order to discover what to do next and works from the unshakeable belief that it’s always possible to see a problem differently.

Perry is an Adjunct Professor and Director of Executive Education at the d.school. He holds a B.A. in Physics from Wesleyan University (1988) and a Master’s degree in Product Design from Stanford University (1991).

Jeremy Utley

Adjunct Professor

Jeremy never expected to be a designer. On his 10th birthday, his father asked him what he wanted to be when he grew up. Jeremy replied,”I want to be one of the people who carry boxes with handles.” A little over a decade later, Jeremy became a briefcase-carrying management consultant focusing on economic development. Then, in 2008, d.school derailed him completely. His time as a student and a fellow at the d.school showed him that “how” he worked was more important than “what” he did. Today, Jeremy is dedicated to helping others along the same path to becoming a designer. He helps people change their deeply-engrained behaviors and discover, as he did, that it is possible for them to make a difference. He does this through teaching as well as through growing alongside his students to become better in his own life and work every day.

Jeremy is the Director of Executive Education at the d.school. He is a graduate of The University of Texas at Austin’s Red McComb’s School of Business (2005) and the Stanford University Graduate School of Business (2009).

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International Journal on Social and Education Sciences

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Design Thinking for Innovative Learning: Crafting a Collaborative Activity Package to Enhance Teamwork Skills in Science Education

Maneewan, C., Hemtasin, C., & Thongsuk, T. (2024). Design thinking for innovative learning: Crafting a collaborative activity package to enhance teamwork skills in science education. International Journal on Social and Education Sciences (IJonSES), 6(4), 550-576. https://doi.org/10.46328/ijonses.694

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International Journal on Social and Education Sciences (IJonSES)  - ISSN:   2688-7061

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International Society for Technology, Education and Science (ISTES)

www.istes.org