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Session Chair: Prof. Monika Hestad, Oslo School of Architecture and Design
Location:IDE Arena
Presentations
Emotional Design: Integrating Recognised Emotions in the Design Process for Innovation and Growth
Amic Garfield Ho1, Pui Wa Chau2
1Hong Kong Metropolitan University, Hong Kong S.A.R. (China); 2Hong Kong Metropolitan University, Hong Kong S.A.R. (China)
Emotional design is a powerful concept that focuses on crafting products and experiences that elicit specific user emotions. This study explores the impact of integrating 40 recognised emotions into the design process, aiming to develop products, services and business models that resonate with consumers on an emotional level. By incorporating these emotions, designers can develop solutions that resonate deeply with their customers on an emotional level. The study uses a multi-faceted research approach, combining theoretical analysis, case studies and innovative research methods such as facial expression tracking. The study uses advanced facial expression tracking technology to record the facial expressions of six participants during the design process. The emotional responses evoked from communication design enable designers to develop experiences that resolve users’ profound connections with offerings, leading to increased satisfaction and company loyalty. Emotional design holds tremendous potential for designers looking to innovate and grow, as it unlocks a new realm of innovation and reveals endless market opportunities.
Unintended Consequences in University Innovation Policy
Tod Corlett
Thomas Jefferson University, United States of America
Universities' attempts to generate value from student and faculty discoveries have many well-documented problems, but one of the most ironic, yet most pervasive, stems from the standard academic definition of “value” itself.
Standard university intellectual property policies are often written, with the best of intentions, to protect students’ and researchers’ interests by safeguarding the “value” of their inventions or discoveries. In some cases, however, these policies are written (or interpreted) as mandating that “value” be interpreted strictly as the monetary market value of a license or company. This ignores important and well-understood categories of value, most notably the publicity and reputational value of publishing work, as well as the potential value of dedicating inventions or discoveries to the public good. University innovation offices can also feel constrained by these policies to define the value of innovation at the beginning of a project, as when writing project agreements. This can be exceptionally difficult with open-ended, multidisciplinary human-centered design processes, compared to traditional basic-science research, and can lead to deadlocks in constructing agreements with project funders.
This paper will present case studies in collaborative innovation within a research/design university, describe a structured group process used to find and analyze problems with these projects, and present model processes intended to maximize project value and minimize the problems described.
Outsourcing design: Beware of ‘division-of-cognition’. The case of Boeing's Dreamliner
Frido E. Smulders
Delft University of Technology, The Netherlands
Design is increasingly seen as the key to solving all major (societal) problems and is used for this purpose on a multitude of topics. This poses a major danger if we fail to define the specific role of design within the whole of an innovation activity.
We use the design of the development path of Boeing's 787 Dreamliner to make this role explicit and contextualize it within innovation. To this end, design will be embedded in a full-fledged innovation process that consists of four generic behaviors that range from initiating a process to develop something new to the realization of that new thing.
This so-called IDER framework is used as a lens to discuss the consequences of Boeing's decision early this century. Boeing had decided to outsource the design, production and delivery of 70% of the airframe to 50 first-tier suppliers. This was in line with changes in supply and outsourcing at the time, but a drastic change for Boeing. The consequences of this design decision were dramatic: a time overrun of 80% and a budget overrun of approximately 400%.
Boeing’s mistake was that they treated the new outsourcing strategy as a division of labor, while in essence this concerned a division of (design) cognition. By chosing for a transactional process of outsourcing, Boeing overlooked a crucial internal relational process that has been present within the organization for decades: a collective design process that resulted in an integrated cognitive whole in the minds of 1000 or more Boeing employees that represents the new aircraft.
