research design thinking stanford

Design Thinking Research Program

The HPI-Stanford Design Thinking Research Program applies rigorous academic methods to understand why and how Design Thinking innovation succeeds and fails. Since 2008, the Design Thinking Research Program has supported over 100 research projects and has published their contributions across over ten annual volumes.

Program Vision

The HPI – Stanford Design Thinking Research Program provides an opportunity for multidisciplinary research teams at Stanford University to scientifically investigate the phenomena of innovation in a holistic way. Researchers are encouraged to develop ambitious, long-term explorations related to the innovation method of Design Thinking across technical, business, and human aspects. The Program seeks to engage multidisciplinary research teams with divergent backgrounds in science, engineering, design, and the humanities.

The Program applies rigorous academic methods to understand the scientific basis for why and how the innovation paradigm of Design Thinking succeeds and fails. For instance, researchers in the program have studied the complex interaction between members of multi-disciplinary teams challenged to deliver design innovations. The need for creative collaboration across spatial, temporal, and cultural boundaries is an important feature of the domain. In the context of disciplinary diversity, they explore how Design Thinking methods mesh with traditional engineering and management approaches, and specifically, why the structure of successful design teams substantially differs from traditional corporate structures.

The overall goal of the program is to discover metrics that determine the success of challenges approached with Design Thinking methods.

Program Priorities

Project proposals that set new research priorities for the emergent knowledge domain of Design Thinking are favorably funded. Furthermore, in this context, field studies in real business environments are considered especially important to assess the impact and/or needed transformations of Design Thinking in organizations. Project selection is also based on intellectual merit and evidence of open collaboration. Proposed research collaborations between Stanford University and the Hasso Plattner Institute in Potsdam, Germany are especially encouraged.

Special interest lies in the following points of view and guiding questions:

• What are people really THINKING and DOING when they are engaged in creative design innovation? How can new frameworks, tools, systems, and methods augment, capture, and reuse successful practices?
• What is the IMPACT of Design Thinking on human, business, and technology performance? How do the tools, systems, and methods really work to create the right innovation at the right time? How do they fail?

Program Eligibility

The Principal Investigator (PI) for proposals must be a tenure line professor at Stanford University or the Hasso Plattner Institute They must be authorized to supervise PhD candidates in the capacity of primary dissertation advisor. PI requirements are defined by National Science Foundation (USA) criteria.

About the Program

This program is financed and generously supported by the Hasso Plattner Trust, and is jointly executed between the Stanford Center for Design Research and the Hasso Plattner Institute for Software Systems Engineering in Potsdam Germany.

Grants have been awarded in the range of $50,000-$150,000 per year. Approximately twelve awards total are expected, with six awards per institution.  Proposal teams that receive Program funds are expected to participate in semi-annual Design Thinking Research Program conferences to be held in both Palo Alto, CA, and Potsdam, Germany.

Projects conclude in the authoring and submission of a book chapter for the Design Thinking Research series co-edited by Plattner, Meinel and Leifer, and published by Springer International.

Each year the Program Committee of the Design Thinking Research Program selects the most interesting and promising projects to be funded. Multidisciplinary research teams from Stanford University and the Hasso Plattner Institute work on diverse topics concerned with Design Thinking in order to investigate the phenomena of innovation in its many holistic dimensions.

Descriptions of awarded DTRP projects, from 2008 to today, can be found here .

Call for Proposals

The deadline for submission is July 1 of each annual year. Proposals are submitted by a single email with PDF file to Program coordinators at both HPI and Stanford.

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Build your marketability.

The key to success in a competitive job market? Standing out. Demonstrate your unique value by adding a Stanford Creativity and Design Thinking certificate to your resume. In the program, you'll learn repeatable methods to consistently generate breakthrough ideas. 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.

• Creative brainstorming and idea generation
• Rapid prototyping and proof-of-concept
• Customer empathy interviewing
• Facilitation of team ideation sessions

Program Highlights

Learn from the best.

Our program instructors are the original pioneers of design thinking at Stanford University.

Learn on your own schedule.

Tailored for working professionals, all content is self-paced, 100% online, and available for one year.

Learn by doing.

Each learning module includes a practice exercise to immediately apply tools learned. 

Earn a Stanford Certificate

Add a Stanford Stanford Certificate of Achievement to your resume and LinkedIn profile.

Program Content

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.

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.

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.

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.

Coaching 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.

Graduate or Professional?

Time Commitment

Achievement

Classmate Interactions

Graduate Certificate Courses

90–120 hours per course

Earn up to 18 units of academic credit that may contribute to a certificate or a degree

Frequent collaboration with other students taking courses at the same time

Professional Certificate Courses

6–13 hours per course

Earn a certificate and, in some cases, professional education units

Potential to connect with other participants through private social media groups

Featured Content

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Introduction to Design Thinking

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

• Reframe your problem and create new, innovative solutions
• Generate meaningful insights from your customers or end users
• Build a culture of innovation at your company

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

Move beyond theory and dive into hands-on practice in the art of innovation. 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.

• Engage customers to forge deep connections and gain valuable consumer insights
• Rapidly test concepts with end-users to gain insights about solutions and user needs and reduce your time to market
• Synthesize findings into a compelling problem statement

Achieving Innovation through Inspiration

Inspiration isn’t something you wait for. It’s something you work for. This course equips individuals and teams being asked to innovate with the tools they need to seek inspiration that will turn unknowns into radically new products and services.

• Use simple-yet-powerful tools to "think outside the box" and overcome business bottlenecks
• Collaborate effectively with your team and generate ideas that drive innovation
• Apply strategies for continuously filling your "Innovation Funnel" with great ideas and solutions

Innovation at Work

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The Design Thinking Crew

Justin Ferrell

Adjunct Professor, Stanford d.school

Kathryn Segovia

Lecturer, Stanford d.school

Perry Klebahn

Jeremy Utley

Take online courses in marketing innovation from Stanford University. Hone your ability to generate and implement new ideas and lead innovative teams and organizations. Taught by world-class Stanford faculty, these courses are engaging, interactive, and full of useful practices and strategies that you can apply immediately:

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Welcome to SCIDR!

The Stanford Center for Innovation and Design Research (SCIDR), also known as "cider," is dedicated to advancing knowledge at the intersection of innovation process and design thinking.

Our community comprises a diverse group of global innovators, including scholars and industry practitioners from organizations of all sizes. We aim to foster new knowledge and inspire innovative practices that have a positive impact on the intersection of business innovation and design thinking.

Our expertise spans across different industries. At the center of SCIDR’s research is the field of design thinking. Research in food, mobility, and lifestyle design are led through collaborative initiatives with our partners.

Food Design

The food industry has a slow innovation process and high product failure rates. However, technology-driven startups are changing the landscape, and meeting consumers’ needs is crucial for success. Our lab guides food companies through a human-centered approach rooted in Stanford's design research.

Mobility Design

Design research has historically concentrated on mobility and continues to do so today, especially in areas exploring autonomous driving and robotics. At SCIDR, we have a strong interest in shaping the future of mobility, especially considering the needs of younger generations.

Lifestyle Design

In collaboration with Stanford School of Medicine, we are expanding our food research by adopting a smart healthy lifestyle approach. By studying the relationship between food and the human body, we aim to gain a deeper understanding of how food affects our gut microbiome system.

Collaborations

In order to best meet the needs of our research collaborators, we begin by thoroughly understanding their specific requirements. Through collaborative efforts, we then design a customized program that will mutually benefit both parties.

Contact us to learn more about and get involved with SCIDR

Email: [email protected]

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Design Thinking Bootcamp: Make Impact and Drive Growth in Your Organization

Choose a session:.

Learn and apply skills to solve real business challenges using human-centered design techniques in this workshop at Stanford’s d.school.

At Design Thinking Bootcamp, we understand that every product, service, and experience you work on must deliver. Our intensive program is focused on helping you solve complex problems and supports you to design and build innovative solutions for future growth. You will learn proven yet unconventional skills and tools to magnify consumer empathy and bring early product concepts to life quickly. As some past participants have said, “you will accomplish more at Bootcamp than in 30 days of work.” You will feel the intense pace at which innovation can happen. Our dynamic teaching team is committed to coaching you as you work in a small team with other professionals on a real project to apply our design thinking methods. You will leave with a toolkit of revolutionary ways of thinking about your work and the challenge to bring new products, services, or experiences to market.

Key Benefits

Learn design thinking tools and get coaching to drive innovation at your own company.

• Two-thirds of past participants bring a new product, service, or experience to market within 36 months.
• Lifelong access to the newest design methods taught by Stanford’s state-of-the-art d.school — the originator of design thinking.
• Team up with other professionals and train together to drive growth on a real project.
• All teaching and coaching is done by a combination of Stanford professors and successful program past participants who are design-driven leaders themselves.
• A personalized experience with a student-to-faculty ratio of 6:1.
• A combination of hands-on training and short lecture-style sessions.
• Join and connect with a robust Stanford d.school alumni network.

Who Should Attend?

• Professionals responsible for tackling strategic challenges, driving growth, and implementing systems for innovation
• Professionals interested in making an impact on their current customers and diversifying their offerings to reach new audiences
• Leaders who seek deep collaboration across multidisciplinary, diverse teams
• Due to the goals of this program, it is not appropriate for consultants or for those who work for consulting agencies or design firms

Fall | 10 Sep 2024 – 13 Sep 2024

At-a-glance.

Application Requirements

Qualified candidates are admitted on a rolling, space-available basis. Early applications are encouraged.

Payment Information

Payment is due upon admission. Your space is secured upon receipt of full payment.

Team Discount

Receive a 15% discount when two to five participants from an organization apply and attend the same session. List your teammate(s) in your application.

• Accommodations

Accommodations are not provided. We recommend one of the many lodging options in the greater Palo Alto area.

Awarded Upon completion

Spring | 25 mar 2025 – 28 mar 2025.

Receive a 15% discount when multiple participants (up to 5) who work directly at the same organization attend the same program. List your teammate(s) in your application.

Program Overview

Learn more about the program.

Explore our carefully designed curriculum, and go deeper with select course descriptions or a sample schedule.

Learn more about our past participants, and find out if the program is right for you.

Faculty Leadership

Explore related programs, customer-focused innovation.

06 Oct 2024 – 11 Oct 2024 In-Person

Innovative Product Leadership: The Emerging Chief Product Officer

25 Aug 2024 – 30 Aug 2024 In-Person

The Emerging CMO: Strategic Marketing Leadership

11 Aug 2024 – 16 Aug 2024 In-Person

Associated program Topics

• Design Thinking,
• Innovation,
• In-Person (Stanford)

Program dates, fees, and faculty subject to change. Consistent with its non-discrimination policy, Stanford’s programs are open to participants regardless of race, color, national or ethnic origin, sex, age, disability, religion, sexual orientation, gender identity or expression, veteran status, marital status or any other characteristic protected by applicable law.

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Research Interests

The NeuroDesign Research Lab investigates embodied cognition and cognitive processes including human creativity, visual thinking, and tactile thinking in the activities of design. A particular research interest developed over the last thirty years is design team collaboration and related thinking patterns.  

Collaborative Industry opportunity 

If you are interested in joining our effort in researching design thinking, teams and practice, please contact us  and join our Affiliate Program

Current Affiliate Partners: 

Current research, prototyping and sketching in remote collaboration .

• Most research in design is investigated through the means of sketching and in person collaboration
• This study investigates the reasoning patterns in sketching and physical prototyping in remote collaboration
• Team: Lawrence Domingo, Larry Leifer, and Jan Auernhammer 

Psychological Safety in Remote Collaboration 

• Psychological Safety is one of the most influential team factors. In a recent study at Google 
• This study investigates changes in psychological safety within short team collaboration
• Team: Lawrence Domingo, Marius Gutzeit, Larry Leifer, and Jan Auernhammer 

Entrepreneurial Cognition 

• Do Managers and Entrepreneurs think differently? 
• This study investigates the similarities and differences in cognition in Entrepreneurs and Managers 
• Team: Oliver Xie, Katerina Monlux, Jan Auernhammer, Neeraj Sonalkar, Jennifer Bruno, Manish Saggar

K-12 Empathy Design Thinking Courses in China (at BNU & with TokyoTech) 

• How can K-12 students learn, practice, and apply design thinking in everyday life?  
• This study investigates learnability, creativity, and team collaboration through cognitive fNIRS experiments. 
• Team: Wei Liu, Jing Qiu, Zhuo (Rachel) Han, Hui Wang, Qiandong Wang, Jan Auernhammer, Takumi Ohashi, Larry Leifer

Social Inclusion for Elderly with Mild Cognitive Impairment (MCI) in a Digitalized World (at BNU & with TokyoTech) 

• How can we include and engage elderly with MCI in the digitalized world? 
• This study investigates cognition of pathological aging in everyday interactions with digital devices, and NeuroDesign and inclusive design solutions. 
• Team: Di Zhu, Abdullah Al Muhmud, Wei Liu, Dahua Wang, Huamao Peng, Jun Wang, Jan Auernhammer, Takumi Ohashi, Larry Leifer

List of publications

Auernhammer, J., Sonalkar, N., Xie, H., Monlux, K., Bruno, J. and Saggar, M. 2022. Examining the neuro-cognitive basis of applied creativity in entrepreneurs and managers. In Meinel & Leifer (ed.) Design Thinking Research. Springer

Saggar, M. et al. 2021.  Creativity and the brain: An editorial introduction to the special issue on the neuroscience of creativity. NeuroImage Special Issue

Auernhammer, J. Sonalkar, N. and Saggar, M. 2021. NeuroDesign: From Neuroscience Research to Design Thinking Practice. In Meinel & Leifer (ed.) Design Thinking Research. Springer

Liu A. Li B. Wang X. Zhang S. Zhu Y. Liu W. (2021) NeuroDesignScience: An fNIRS-Based System Designed to Help Pilots Sustain Attention During Transmeridian Flights. Intelligent Human Systems Integration 2021. IHSI 2021. Advances in Intelligent Systems and Computing vol 1322. Springer Cham. https://link.springer.com/chapter/10.1007/978-3-030-68017-6_25&nbsp ;

Auernhammer J. Liu W. Ohashi T. Leifer L. Byler E. Pan W. (2021) NeuroDesign: Embracing Neuroscience Instruments to Investigate Human Collaboration in Design. Human Interaction Emerging Technologies and Future Applications III. IHIET 2020. Advances in Intelligent Systems and Computing vol 1253. Springer Cham.   https://link.springer.com/chapter/10.1007/978-3-030-55307-4_43  

Ohashi, T. Auernhammer, J., Liu,W., Pan, W. and Leifer, L. 2020. NeuroDesignScience: Systematic Literature Review of Current Research on Design using Neuroscience Techniques

Sonalkar, N., Jahanikia, S., Xie, H., Geniesse, C., Ayub, R., Beaty, R. and Saggar. M. 2019.  Mining the Role of Design Reflection and Associated Brain Dynamics in Creativity

Mayseless, N., Hawthorne, G. and Reiss A. 2019.  The Neuroscience of Team Collaboration During a Design Thinking Event in Naturalistic Settings

Saggar, Quintin Bott, Kienitz, Chien, Hong, Liu, Royalty, Hawthorne, and Reiss. 2017. Cerebral Cortex. 2017.  Changes in Brain Activation Associated with Spontaneous Improvization and Figural Creativity After Design-Thinking-Based Training: A Longitudinal fMRI Study

Mayseless, N., Saggar, M., Hawthorne, G. and Reiss, A. 2017.  Creativity in the Twenty-first Century: The Added Benefit of Training and Cooperation

Grace Hawthorne, Manish Saggar, Eve-Marie Quintin, Nick Bott, Eliza Keinitz, Ning LiuYin-Hsuan Chien, Daniel Hong, Adam Royalty, and Allan L. Reiss. 2016.  Designing a Creativity Assessment Tool for the Twenty-First Century: Preliminary Results and Insights from Developing a Design-Thinking Based Assessment of Creative Capacity

Manish Saggar, Lindsay C. Chromik, Adam Royalty, Grace Hawthorne, and Allan L. Reiss. 2015.  Developing Novel Neuroimaging Paradigm to Assess Neural Correlates of Improvisation and Creative Thinking Using fMRI

Manish Saggar, Eve-Marie Quintin, Eliza Kienitz, Nicholas T. Bott, Zhaochun Sun, Wei-Chen Hong, Yin-hsuan Chien, Ning Liu, Robert F. Dougherty, Adam Royalty, Grace Hawthorne & Allan L. Reiss. 2015.  Pictionary-based fMRI paradigm to study the neural correlates of spontaneous improvisation and figural creativity

Kienitz, Quintin, Saggar, Bott, Royalty, Hong, Liu, Chien, Hawthorne, Reiss. 2014. Thinking Skills & Creativity. 2014.  Targeted intervention to increase creative capacity and performance: A randomized controlled pilot study

Manish Saggar, Grace Hawthorne, Eve-Marie Quintin, Eliza Kienitz, Nicholas T. Bott, Daniel HongYin-Hsuan Chien, Ning Liu, Adam Royalty, and Allan L. Reiss. 2014.  Developing Novel Methods to Assess Long-Term Sustainability of Creative Capacity Building and Applied Creativityce

Martin Steinert & Kathryn W. Jablokow. 2013.  Triangulating front end engineering design activities with physiology data and psychological preferences. 

Jung. M. 2011.  Engineering team performance and emotion: Affective interaction dynamics as indicators of design team performance

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Research in Education & Design

©Stanford University. Stanford, CA 94305 (650) 723-2300

Design Thinking Research

Innovation – Insight – Then and Now

• © 2023
• Christoph Meinel 0 ,
• Larry Leifer 1

Hasso-Plattner-Institut, University of Potsdam, Potsdam, Germany

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Stanford University, Stanford, USA

• Based on scientific evidence from the Hasso Plattner Design Thinking Research program
• Provides outlook on the emerging field of neurodesign research
• Highlights how design thinking can tap the potential of digital technologies in a human-centered way

Part of the book series: Understanding Innovation (UNDINNO)

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Table of contents (18 chapters)

Front matter, introduction/roadmap.

• Christoph Meinel, Larry Leifer

Decades of Alumni: Perspectives on the Impact of Project-Based Learning on Career Pathways and Implications for Design Education

• Sheri D. Sheppard, Helen L. Chen, George Toye, Aya Mouallem, Micah Lande, Lauren Shluzas et al.

Application of Design Thinking to Governance and Social Causes

Predicting creativity and innovation in society: the importance of places, the importance of governance.

• Julia von Thienen, Kim-Pascal Borchart, Detlef Bartsch, Lars Walsleben, Christoph Meinel

An Exploration of Agile Governance in Rwandan Public Service Delivery

• Reem Abou Refaie, Lena Mayer, Karen von Schmieden, Hanadi Traifeh, Christoph Meinel

Voices from the Field: Exploring Connections Between Design Thinking Approaches and Sustainability Challenges

• Nicole M. Ardoin, Alison W. Bowers, Daniella Lumkong

Prototyping

User perceptions of privacy interfaces in the workplace.

• Michelle S. Lam, Matthew Jörke, Jennifer King, Nava Haghighi, James A. Landay

Assisting Learning and Insight in Design Using Embodied Conversational Agents

• Rebecca Currano, David Sirkin

How to Tame an Unpredictable Emergence? Design Strategies for a Live-Programming System

• Marcel Taeumel, Patrick Rein, Jens Lincke, Robert Hirschfeld

Enhancement through Design Thinking

What is design thinking.

• Jan Auernhammer, Bernard Roth

NeuroDesign: Greater than the Sum of Its Parts

• Jan Auernhammer, Jennifer Bruno, Alexa Booras, Claire McIntyre, Daniel Hasegan, Manish Saggar

A Neuroscience Approach to Women Entrepreneurs’ Pitch Performance: Impact of Inter-Brain Synchrony on Investment Decisions

• Stephanie Balters, Sohvi Heaton, Allan L. Reiss

Priming Activity to Increase Interpersonal Closeness, Inter-Brain Coherence, and Team Creativity Outcome

• Stephanie Balters, Grace Hawthorne, Allan L. Reiss

Design the Future with Emotion: Crucial Cultural Perspectives

• Chunchen Xu, Xiao Ge, Nanami Furue, Daigo Misaki, Hazel Markus, Jeanne Tsai

Design Thinking Best Practices and Strategy

Opportunities and limitations of design thinking as strategic approach for navigating digital transformation in organizations.

• Annie Kerguenne, Mara Meisel, Christoph Meinel

Designing Innovation in the Digital Age: How to Maneuver around Digital Transformation Traps

• Carolin Marx, Thomas Haskamp, Falk Uebernickel
• Design Thinking
• Innovating creativity
• School of Design Thinking
• Team Dynamics
• Organizational learning
• Neurodesign
• Social virtual reality
• Stanford Design Thinking Research Program
• IT development
• Digital transformation
• Hasso Plattner Institute
• Creative collaboration
• Multi team design
• Human-Robot interaction

About this book

Extensive research conducted at the Hasso Plattner Design Thinking Research Program at Stanford University in Palo Alto, California, USA, and at the Hasso Plattner Institute in Potsdam, Germany, has yielded valuable insights on why and how design thinking works. The participating researchers have identified metrics, developed models, and conducted studies, which are featured in this book and in the previous volumes of this series.

This volume provides readers with tools to bridge the gap between research and practice in design thinking, together with a range of real-world examples. Several different approaches to design thinking are presented, while acquired frameworks are employed to understand team dynamics in design thinking. The contributing authors introduce readers to new approaches and fields of application and show how design thinking can tap the potential of digital technologies in a human-centered way. The book also presents new ideas on neuro-design from StanfordUniversity and the Hasso Plattner Institute in Potsdam, inviting readers to consider newly developed methods and how these insights can be applied to different domains. Design thinking can be learned. It has a methodology that can be observed across multiple settings. Accordingly, readers can adopt new frameworks to modify and update their current practices.

Editors and Affiliations

Christoph Meinel

Larry Leifer

About the editors

Christoph Meinel  is head of the Department of Internet Technologies and Systems at the Hasso Plattner Institute for Digital Engineering gGmbH (HPI), Potsdam, Germany, where he previously served as Director and CEO. A former Dean and Vice Dean of the Digital Engineering Faculty of the University of Potsdam, he currently teaches at the HPI School of Design Thinking and at HPI Internet Technologies and Systems. Meinel is an honorary professor at the Department of Computer Sciences at Beijing University of Technology, guest professor at Shanghai University and concurrent professor at Nanjing University. He is a member of acatech, the German “National Academy of Science and Engineering,” and numerous scientific committees and supervisory boards. Together with Larry Leifer, he was program director of the HPI-Stanford Design Thinking Research Program from 2008 to 2022.

Larry Leifer  is a former professor of Mechanical Engineering at Stanford University, CA, USA. Dr. Leifer’s engineering design thinking research is focused on helping design teams to understand, support, and improve design practice and theory. Specific issues include: design-team research methodologies, global team dynamics, innovation leadership, interaction design, design-for-wellbeing, and adaptive mechatronic systems. Leifer has launched various design initiatives at Stanford including the Smart-Product Design Program, Stanford-VA Rehabilitation Engineering Center, Stanford Learning Laboratory, and most recently the Center for Design Research (CDR). Together with Christoph Meinel, he was program director of the HPI-Stanford Design Thinking Research Program from 2008 to 2022.

Bibliographic Information

Book Title : Design Thinking Research

Book Subtitle : Innovation – Insight – Then and Now

Editors : Christoph Meinel, Larry Leifer

Series Title : Understanding Innovation

DOI : https://doi.org/10.1007/978-3-031-36103-6

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023

Hardcover ISBN : 978-3-031-36102-9 Published: 20 September 2023

Softcover ISBN : 978-3-031-36105-0 Due: 21 October 2023

eBook ISBN : 978-3-031-36103-6 Published: 19 September 2023

Series ISSN : 2197-5752

Series E-ISSN : 2197-5760

Edition Number : 1

Number of Pages : VIII, 419

Number of Illustrations : 34 b/w illustrations, 49 illustrations in colour

Topics : IT in Business , Software Engineering/Programming and Operating Systems , Neurosciences , Management of Computing and Information Systems , Business and Management, general

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Other Research Initiatives

NeuroDesignScience

The NeuroDesignScience Lab is a pan-disciplinary research group that aims to bring together researchers from different fields such as Cognitive Science, Neuroscience, Psychology, and Design Science. The lab examines two main areas (1) Neurocognitive and Neurophysiology processes during embodied design activities and (2) Design of Artificial Intelligence in the intersection of humans and technology. The HPDTR funded several studies in the intersection of "neuro" and "design" over the last four years.

Contact:  PI: Prof. Bernard Roth  (by special arrangement)

People-centered Business Design Research

The People-centered Business Design Research investigates the practices of management and design. Designing organizations creatively by enabling people in their capabilities is at the heart of any successful business. The research covers a variety of topics, including designing organizations, design thinking in organizations, design management, psychological safety in design thinking teams, business model design, and management of AI-systems. The lens through which we see organization and management is design and design research. Design practices are new competitive capabilities. The ability to develop innovative organizations and business models are necessary conditions to maintain long-term competitiveness. In dynamic, uncertain, and complex environments, it is no longer sufficient to base innovation on analytical models and well-defined mechanisms. Design is a crucial practice to transform products and services into unique customer value. Our engagement with Human-centered Business Design research provides insight into these new emerging practices.   

Contact:  PI: Prof. Bernard Roth  (by special arrangement)

Design Thinking Research

The HPI-Stanford Design Thinking Research Program engages multidisciplinary research teams to scientifically investigate the phenomena of innovation in its many dimensions and different application contexts. In particular researchers are encouraged to develop ambitious, long-term explorations related to the innovation strategies of design thinking across domains of practice. The HPI-Stanford Design Thinking Research Program applies rigorous academic research methods to understand the scientific basis for how and why design thinking innovation works and fails. Researchers in the Program study the complex interaction between members of multi-disciplinary teams challenged to deliver breakthrough product, service, and business-model design innovations. An important feature of the design space is the need for creative collaboration across spatial, temporal, and cultural boundaries. In the context of disciplinary diversity, how might successful “team-of-teams” design thinking organizations mesh effectively with traditional engineering and management command-control organizations.

Projects: HPI - Stanford Design Thinking Research Program

Contact: HPDTRP Director Prof. Bernard Roth 

Human Innovation Design Engineering

Building on 30+ years of research into engineering design activity, this initiative conducts empirical and field research towards accelerating radical innovation by teams, organizations and regional ecosystems We study and model how humans innovate both at the interpersonal interaction level and the broader level of an organization or a regional innovation ecosystem, such as Silicon Valley. This research furthers our understanding of innovation as the outcome of an integrated system spanning individual mindset, interpersonal interaction dynamics, and physical, institutional, financial and knowledge infrastructure. We work with commercial firms, universities, foundations and cities to apply the insights gained from this understanding towards accelerating their innovation capability, and at the same time to further develop our models and metrics for innovation.

Projects: Interaction Dynamics Notation (IDN), Visual Diagnostics for Design Thinking Teams, VentureStudio Ahmedabad, VentureStudio Abeokuta, Innovation Ecosystem: Silicon Valley

Contact:  Ade Mabogunje , PI: Prof. Friedrich Prinz  (by special arrangement)

Interaction Design Research

The advent of autonomous technologies are both exciting and alarming. Ironically, the success or failure of such systems will very much depend on how they interact with people: the need for strong communication, interface and interaction design grows larger rather than smaller in the age of autonomy. This Interaction Design Research initiative generates insight on how people will interact with robots and vehicles in the future We are particularly concerned with joint performance of task, recognizing human states, and opportunities of learning and adaptation By using simulation techniques, we can prototype and test interactions to understand how best to design our future.

Contact:  David Sirkin , PI: Prof. Mark Cutkosky

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Design thinking research : translation, prototyping, and measurement

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• Contributors

Description

Creators/contributors, contents/summary.

• Introduction
• Translation in Design Thinking
• Inter-Brain Synchrony and Innovation in a Zoom World Using Analog and Digital Manipulatives
• 1 Introduction
• 2 Background on Fnirs and Fnirs Hyperscanning
• 3 Method: A Literature Review on Fnirs Hyperscanning
• 5 Discussion and Future Direction
• 6 Conclusion
• Contemporary Issues in Remote Design Collaboration
• 1 Mind-Body Dichotomy
• 2 Perspective
• 3 Wicked Problems
• 4 Conclusion
• 4 Mapping Design Thinking in the Arab World
• 2 Research Design
• 3 Coining the Arabic Term for Design Thinking
• 4 Early Attempts to Understand Design Thinking in Arabic
• 5 Mapping Design Thinking in the Arab World
• 5.1 Design Thinking and Education
• 5.2 Design Thinking in the Development Sector
• 5.3 Design Thinking in the Private Sector
• 5.4 Design Thinking and Entrepreneurship
• 5.5 Design Thinking in the Public Sector
• 6 Discussion and Conclusions
• Decoding Nonverbal Online Actions: How They Are Used and Interpreted
• 2 Related Works
• 2.1 Nonverbal Communication
• 2.2 Nonverbal Actions
• 3.1 Selecting Nonverbal Online Actions
• 3.2 Identifying Rationales for Nonverbal Online Actions
• 3.3 Study 1: Rationales for Nonverbal Online Actions
• 3.4 Study 2: Impact of Knowing Why Nonverbal Online Actions Occur
• 4 Study 1: Rationales of Nonverbal Online Actions
• 4.1 Are People Heterogeneous in Their Interpretation of Nonverbal Actions?
• 4.2 Are Most Actions Taken Online not Interpreted as Indicating Their Face Value?
• 4.3 Do People Have Different Affects Associated with Reasons for Nonverbal Online Actions?
• 4.4 Can How People Feel About a Nonverbal Online Action Be Predicted by the Reason They Most Readily Associate with It?
• 5 Study 2: Impact of Knowing Why Nonverbal Online Actions Occur
• 5.1 Do People Receive Nonverbal Online Actions More Positively When They Know the Reasons Behind Them?
• 6 Discussion
• 6.1 Users Feel Better When They Know the Reasons for Nonverbal Actions
• 6.2 Design of Nonverbal Actions Afford Ambiguity and Interpretability
• 6.3 Design Implications for Nonverbal Actions
• 7 Limitations and Future Work
• 8 Conclusion
• The Neuroscience of Empathy: Research-Overview and Implications for Human-Centred Design
• 1 Empathy in Design Thinking and Human-Centred Design
• 2 Understanding Others as a Sophisticated Human Capacity
• 3 Two Routes of Social Understanding
• 4 Affective Route to Social Understanding
• 5 Cognitive Route to Social Understanding
• 6 Tests and Questionnaires to Measure Capacities of Understanding Others
• 7 Physiological Indicators of Understanding Others
• 8 Empathy Failure When the Other Person is "Not Like Me"
• 9 Implications for Human-Centred Design

Bibliographic information

Acquired with support from.

The Kenneth L. and Connie Irish Hess Book Fund

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Center for Undergraduate Research

CUGR Announces Summer 2024 EPIC Fellowship Awardees

The University of Maine’s Center for Undergraduate Research (CUGR) is pleased to announce Summer 2024 EPIC fellowship winners. 

Experiential Programs Innovation Central (EPIC) aspires to provide integrated experiential learning and high-impact, student-centered education opportunities through hands-on exposure to research practices, emerging technologies, design thinking, interdisciplinary experiences, and innovative problem-solving.  

Students interested in pursuing any CUGR fellowship are encouraged to enroll in the EPIC course, INT 125, to support their preparation for undergraduate research beyond the classroom in any discipline.  To learn more, visit umaine.edu/epic. 

Recipients of the EPIC fellowship will receive $4,000 to put towards their research and experiential learning project. 

This year’s recipients are: 

• Robert Atwater , Engineering Physics, “Characterizing the Effects of Defect Doping on BaTiO3,” advised by Nicholas Bingham
• Jenna Cox , Psychology, “The Friendship Machine: Fast Friends And Its Effects Across Time In a University Setting,” advised by Jordan LaBouff
• Katie Davison , Communication Sciences and Disorders and Sociology, “Exploring Social-Communication, Health, and Educational Experiences of Children with Brain Injury,” advised by Jessica Riccardi
• Myles Harrison , Finance and Financial Economics, “A Maine Equity Index: How Have Maine Stocks Fared Over Time? Performance and Characteristics,” advised by Sebastian Lobe
• Matthew Patterson , New Media and Computer Science, “Our ClassXRoom,” advised by Justin Dimmel
• Arrow Smith , Anthropology and English, “Anonymity in Public Space Graffiti: Gender Differences in Public Restrooms across The University of Maine,” advised by Heather Falconer