While both Design Thinking and User-centred Design are about putting yourself in the shoes of the end-user, the primary difference between the two is that Design Thinking is a method to develop solutions to solve the end-users’ problem, which are not solely user-interface related, as with User-centred Design. Design Thinking relies heavily on innovation and ideation to create solutions, and can be applied to service, policy or process design, or to come up with a new product idea.
Design Thinking utilizes an iterative five-step process, that can be applied to all industries and organizations to reinforce innovation, solve problems, strengthen leadership and boost creativity, while helping users better understand their end-clients’ needs and provide the best possible services and solutions for their end-clients. The five step Design Thinking process includes:
* Continue to iterate between ideate/prototype and test until you have a satisfactory solution to defined challenge(s).
Also placing emphasis on the end-user, User-centred Design is specifically applied to digital processes and interfaces. Part of the ISO92400 regulation, User-centred Design is a term developed by the software industry as a practice for developers who care about the user of their digital tool. The process centres around enhancing user satisfaction with a product by improving the usability, accessibility, and pleasure provided in the interaction with the product.
User-centred design asks designers to employ a mixture of investigative (e.g., surveys and interviews) and generative (e.g., brainstorming) methods and tools to develop an understanding of user needs. The UCD process doesn’t prescribe specific methods or tools to use, however, as with Design Thinking, UCD does provide concrete steps for application. The five-step UCD process includes:
* Continue to iterate between design/test and build until you have a satisfactory product.
At a high-level it is easy to conclude these terms are very similar; both frameworks aim at insuring the users’ needs are at the centre of the tool created. However, upon closer inspection, the concept of Design Thinking is broader, with more applications than that of User-centred Design. The former focuses on innovation and ideation, and is about finding user-focused solutions to develop products, policies and services to meet user-needs, whereas the latter applies to the creation of user-focused digital interfaces.
With technology become easily accessible, user experience is becoming the differentiator in products and services. Design Thinking is the creative problem-solving process which a designer follows in the mind as well as in action in different phases to come up with a usable, elegant solution that really solves the problem.
It can be applied to solving real-world wicked issues like huge lines in front of ATM, Climate Control, etc or even as an approach to come with a digital product for a startup or in a corporate environment.
Behavioural intelligence is the cornerstone of proactive insider risk reduction and detection. It is a structured approach to the collection, analysis and interpretation of information and observations about people within a work context. Behavioural intelligence analysts use variety of methods drawn from psychology, communication theory, anthropology and other human and data sciences to make sense of the complex patterns of human interactions.
A combination of good leadership and management practices, evidenced-based assessment and technology solutions can provide you with the tools needed to prevent insider attack. Organisations need to take the opportunities presented during recruitment, training, performance reviews, and exit interviews to be more proactive in detecting key risk factors, discourage disaffection and identify those who may be at risk for executing an insider attack.
Organisational Behavioural intelligence services provide decision makers with concise and actionable intelligence to address a wide range of personnel and cultural challenges. Structured and methodical, it allows senior decision makers to avoid the traps of pre-existing biases through the use of objective evidence in understanding the existing culture of the organisation and the attitude of their employees in order to address difficult situations, tackle organisational conflict and gain acceptance for organisational change.
Change engagement is about HOW to engage people and undertake the most effective change.
Change psychology is about HOW to engage people and undertake the most effective change.
Change management is about WHAT we do with people in the change process people.
It’s about winning the hearts and minds of your people, and getting them to champion the change.
VCG Digital has been instrumental in guiding our Digital change and BIM initiative. This has allowed us to invest objectively with an eye on value and focus on outcomes for the end-users”