摘抄自https://www.interaction-design.org/literature/topics/design-thinking
What is Design Thinking? 什么是设计思维？
Design thinking is a non-linear, iterative process that teams use to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test. It is most useful to tackle ill-defined or unknown problems and involves five phases: Empathize, Define, Ideate, Prototype and Test.
设计思维是一个非线性的迭代过程，团队使用它来理解用户、挑战假设、重新定义问题并创建创新的解决方案来进行原型设计和测试。它对解决定义不明确或未知的问题最有用，涉及五个阶段：移情、定义、构思、原型和测试。
Why Is Design Thinking so Important? 为什么设计思维如此重要？
“Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”
“设计思维是一种以人为本的创新方法，它从设计师的工具包中汲取灵感，将人们的需求、技术的可能性和商业成功的要求结合起来。”
— Tim Brown, CEO of IDEO
— Tim Brown，IDEO 首席执行官
Design thinking fosters innovation. Companies must innovate to survive and remain competitive in a rapidly changing environment. In design thinking, cross-functional teams work together to understand user needs and create solutions that address those needs. Moreover, the design thinking process helps unearth creative solutions.
设计思维促进创新。公司必须创新才能在瞬息万变的环境中生存并保持竞争力。在设计思维中，跨职能团队共同努力，了解用户需求并创建满足这些需求的解决方案。此外，设计思维过程有助于发掘创造性的解决方案。
Wicked problems demand teams to think outside the box, take action immediately, and constantly iterate—all hallmarks of design thinking.
棘手的问题要求团队跳出框框思考，立即采取行动，并不断迭代——这些都是设计思维的标志。
Design thinking offers practical methods and tools that major companies like Google, Apple and Airbnb use to drive innovation. From architecture and engineering to technology and services, companies across industries have embraced the methodology to drive innovation and address complex problems.
设计思维提供了谷歌、苹果和Airbnb等大公司用来推动创新的实用方法和工具。从建筑和工程到技术和服务，各行各业的公司都采用了这种方法来推动创新和解决复杂问题。
The End Goal of Design Thinking: Be Desirable, Feasible and Viable 设计思维的最终目标：可取、可行、可行
The design thinking process aims to satisfy three criteria: desirability, feasibility and viability. Teams begin with desirability and then bring in the other two lenses.
设计思维过程旨在满足三个标准：可取性、可行性和可行性。团队从可取性开始，然后引入其他两个镜头。
© Interaction Design Foundation, CC BY-SA 4.0
© 交互设计基础， CC BY-SA 4.0
Desirability: Meet People’s Needs 可取性：满足人们的需求
The design thinking process starts by looking at the needs, dreams and behaviors of people—the end users. The team listens with empathy to understand what people want, not what the organization thinks they want or need. The team then thinks about solutions to satisfy these needs from the end user’s point of view.
设计思维过程首先要着眼于人们（最终用户）的需求、梦想和行为。团队以同理心倾听，了解人们想要什么，而不是组织认为他们想要或需要什么。然后，团队从最终用户的角度考虑满足这些需求的解决方案。
Feasibility: Be Technologically Possible 可行性：技术上可行
Once the team identifies one or more solutions, they determine whether the organization can implement them. In theory, any solution is feasible if the organization has infinite resources and time to develop the solution. However, given the team’s current (or future resources), the team evaluates if the solution is worth pursuing. The team may iterate on the solution to make it more feasible or plan to increase its resources (say, hire more people or acquire specialized machinery).
一旦团队确定了一个或多个解决方案，他们就会确定组织是否可以实施这些解决方案。从理论上讲，如果组织拥有无限的资源和时间来开发解决方案，则任何解决方案都是可行的。但是，考虑到团队当前（或未来的资源），团队会评估解决方案是否值得追求。团队可能会迭代解决方案以使其更可行，或计划增加其资源（例如，雇用更多人员或购买专用机器）。
At the beginning of the design thinking process, teams should not get too caught up in the technical implementation. If teams begin with technical constraints, they might restrict innovation.
在设计思维过程的开始，团队不应该过于沉迷于技术实现。如果团队一开始就受到技术限制，他们可能会限制创新。
Viability: Generate Profits 生存能力：创造利润
A desirable and technically feasible product isn’t enough. The organization must be able to generate revenues and profits from the solution. The viability lens is essential not only for commercial organizations but also for non-profits.
一个理想且技术上可行的产品是不够的。组织必须能够从解决方案中产生收入和利润。生存能力镜头不仅对商业组织至关重要，对非营利组织也至关重要。
Traditionally, companies begin with feasibility or viability and then try to find a problem to fit the solution and push it to the market. Design thinking reverses this process and advocates that teams begin with desirability and bring in the other two lenses later.
传统上，公司从可行性或可行性开始，然后尝试找到适合解决方案的问题并将其推向市场。设计思维扭转了这一过程，并主张团队从可取性开始，然后引入其他两个镜头。
The Five Stages of Design Thinking 设计思维的五个阶段
Stanford University’s Hasso Plattner Institute of Design, commonly known as the d.school, is renowned for its pioneering approach to design thinking. Their design process has five phases: Empathize, Define, Ideate, Prototype, and Test. These stages are not always sequential. Teams often run them in parallel, out of order, and repeat them as needed.
斯坦福大学的哈索·普拉特纳设计学院（Hasso Plattner Institute of Design），俗称d.school，以其开创性的设计思维方法而闻名。他们的设计过程分为五个阶段：移情、定义、构思、原型和测试。这些阶段并不总是连续的。团队经常并行运行它们，无序运行，并根据需要重复它们。
Stage 1: Empathize—Research Users’ Needs 第 1 阶段：移情——研究用户的需求
The team aims to understand the problem, typically through user research. Empathy is crucial to design thinking because it allows designers to set aside your assumptions about the world and gain insight into users and their needs.
该团队旨在了解问题，通常是通过用户研究。同理心对于设计思维至关重要，因为它允许设计师抛开你对世界的假设，深入了解用户及其需求。
Stage 2: Define—State Users’ Needs and Problems 第 2 阶段：定义 – 说明用户的需求和问题
Once the team accumulates the information, they analyze the observations and synthesize them to define the core problems. These definitions are called problem statements. The team may create personas to help keep efforts human-centered.
一旦团队积累了信息，他们就会分析观察结果并综合它们以定义核心问题。这些定义称为问题陈述。团队可以创建角色来帮助保持以人为本的工作。
Stage 3: Ideate—Challenge Assumptions and Create Ideas 第 3 阶段：构思——挑战假设并创造想法
With the foundation ready, teams gear up to “think outside the box.” They brainstorm alternative ways to view the problem and identify innovative solutions to the problem statement.
打好基础后，团队就可以“跳出框框思考”了。他们集思广益，以其他方式看待问题，并为问题陈述确定创新解决方案。
Stage 4: Prototype—Start to Create Solutions 第 4 阶段：原型 – 开始创建解决方案
This is an experimental phase. The aim is to identify the best possible solution for each problem. The team produces inexpensive, scaled-down versions of the product (or specific features found within the product) to investigate the ideas. This may be as simple as paper prototypes.
这是一个实验阶段。目的是为每个问题确定最佳解决方案。该团队生产廉价的缩小版产品（或产品中的特定功能）来研究这些想法。这可能像纸质原型一样简单。
Stage 5: Test—Try the Solutions Out 第 5 阶段：测试 – 试用解决方案
The team tests these prototypes with real users to evaluate if they solve the problem. The test might throw up new insights, based on which the team might refine the prototype or even go back to the Define stage to revisit the problem.
该团队与真实用户一起测试这些原型，以评估它们是否解决了问题。测试可能会产生新的见解，团队可能会在此基础上完善原型，甚至返回定义阶段重新审视问题。
These stages are different modes that contribute to the entire design project rather than sequential steps. The goal is to gain a deep understanding of the users and their ideal solution/product.
这些阶段是不同的模式，有助于整个设计项目，而不是连续的步骤。目标是深入了解用户及其理想的解决方案/产品。
Design Thinking Frameworks 设计思维框架
There is no single definition or process for design thinking. The five-stage design thinking methodology described above is just one of several frameworks.
设计思维没有单一的定义或过程。上面描述的五阶段设计思维方法只是几个框架之一。
Innovation doesn’t follow a linear path or have a clear-cut formula. Global design leaders and consultants have interpreted the abstract design process in different ways and have proposed other frameworks of design thinking.
创新不遵循线性路径，也没有明确的公式。全球设计领导者和顾问以不同的方式解释抽象设计过程，并提出了其他设计思维框架。
Head, Heart and Hand by the American Institution of Graphic Arts (AIGA) 美国平面艺术学会（AIGA）的《头、心和手》
The Head, Heart, and Hand approach by AIGA (American Institute of Graphic Arts) is a holistic perspective on design. It integrates the intellectual, emotional, and practical aspects of the creative process.
AIGA（美国平面艺术学院）的“头、心和手”方法是一种整体的设计视角。它整合了创作过程的智力、情感和实践方面。
More than a process, the Head, Heart and Hand framework outlines the different roles that designers must perform to create great results.
“头脑、心脏和手”框架不仅仅是一个过程，它还概述了设计师为创造出色结果而必须扮演的不同角色。
© American Institute of Graphic Arts, Fair Use
© 美国平面艺术学院，合理使用
“Head” symbolizes the intellectual component. The team focuses on strategic thinking, problem-solving and the cognitive aspects of design. It involves research and analytical thinking to ensure that design decisions are purposeful.
“头”象征着智力成分。该团队专注于战略思维、解决问题和设计的认知方面。它涉及研究和分析思维，以确保设计决策是有目的的。
“Heart” represents the emotional dimension. It emphasizes empathy, passion, and human-centeredness. This aspect is crucial in understanding the users’ needs, desires, and experiences to ensure that designs resonate on a deeper, more personal level.
“心”代表情感维度。它强调同理心、激情和以人为本。这方面对于了解用户的需求、愿望和体验至关重要，以确保设计在更深层次、更个人化的层面上产生共鸣。
“Hand” signifies the practical execution of ideas, the craftsmanship, and the skills necessary to turn concepts into tangible solutions. This includes the mastery of tools, techniques, and materials, as well as the ability to implement and execute design ideas effectively.
“手”意味着想法的实际执行、工艺和将概念转化为有形解决方案所需的技能。这包括对工具、技术和材料的掌握，以及有效实施和执行设计理念的能力。
Inspire, Ideate, Implement by IDEO IDEO启发、构思、实施
IDEO is a leading design consultancy and has developed its own version of the design thinking framework.
IDEO是一家领先的设计咨询公司，并开发了自己的设计思维框架版本。 
IDEO’s design thinking process is a cyclical three-step process that involves Inspiration, Ideation and Implementation.
IDEO的设计思维过程是一个循环的三步过程，包括灵感、构思和实施。
© IDEO, Public License © IDEO，公共许可证
In the “Inspire” phase, the team focuses on understanding users’ needs, behaviors, and motivations. The team empathizes with people through observation and user interviews to gather deep insights.
在“启发”阶段，团队专注于了解用户的需求、行为和动机。该团队通过观察和用户访谈来与人们产生共鸣，以收集深刻的见解。
In the “Ideate” phase, the team synthesizes the insights gained to brainstorm a wide array of creative solutions. This stage encourages divergent thinking, where teams focus on quantity and variety of ideas over immediate practicality. The goal is to explore as many possibilities as possible without constraints.
在“构思”阶段，团队综合获得的见解，集思广益，提出各种创造性的解决方案。这个阶段鼓励发散性思维，团队专注于想法的数量和多样性，而不是眼前的实用性。目标是在不受限制的情况下探索尽可能多的可能性。
In the “Implement” phase, the team brings these ideas to life through prototypes. The team tests, iterates and refines these ideas based on user feedback. This stage is crucial for translating abstract concepts into tangible, viable products, services, or experiences.
在“实施”阶段，团队通过原型将这些想法变为现实。团队根据用户反馈测试、迭代和完善这些想法。这个阶段对于将抽象概念转化为有形的、可行的产品、服务或体验至关重要。
The methodology emphasizes collaboration and a multidisciplinary approach throughout each phase to ensure solutions are innovative and deeply rooted in real human needs and contexts.
该方法强调每个阶段的协作和多学科方法，以确保解决方案具有创新性并深深植根于真实的人类需求和背景。
The Double Diamond by the Design Council 设计委员会颁发的双钻奖
In the book Designing Social Systems in a Changing World, Béla Heinrich Bánáthy, Professor at San Jose State University and UC Berkeley, created a “divergence-convergence model” diagram. The British Design Council interpreted this diagram to create the Double Diamond design process model.
在《在不断变化的世界中设计社会系统》一书中，圣何塞州立大学和加州大学伯克利分校的教授贝拉·海因里希·巴纳西（Béla Heinrich Bánáthy）创建了一个“发散-收敛模型”图。英国设计委员会对这张图进行了解释，创建了双钻设计过程模型。 
As the name suggests, the double diamond model consists of two diamonds—one for the problem space and the other for the solution space. The model uses diamonds to represent the alternating diverging and converging activities.
顾名思义，双菱形模型由两个菱形组成，一个用于问题空间，另一个用于解决方案空间。该模型使用菱形来表示交替的发散和收敛活动。
© Design Council, CC BY 4.0
© 设计委员会， CC BY 4.0的
In the diverging “Discover” phase, designers gather insights and empathize with users’ needs. The team then converges in the “Define” phase to identify the problem.
在发散的“发现”阶段，设计师收集见解并同情用户的需求。然后，团队在“定义”阶段汇聚以识别问题。
The second, solution-related diamond, begins with “Develop,” where the team brainstorms ideas. The final stage is “Deliver,” where the team tests the concepts and implements the most viable solution.
第二个是与解决方案相关的菱形，从“开发”开始，团队集思广益。最后阶段是“交付”，团队测试概念并实施最可行的解决方案。
This model balances expansive thinking with focused execution to ensure that design solutions are both creative and practical. It underscores the importance of understanding the problem thoroughly and carefully crafting the solution, making it a staple in many design and innovation processes.
该模型平衡了广阔的思维和专注的执行力，以确保设计解决方案既有创意又实用。它强调了彻底理解问题并仔细制定解决方案的重要性，使其成为许多设计和创新过程的主要内容。 
With the widespread adoption of the double diamond framework, Design Council’s simple visual evolved.
随着双菱形框架的广泛采用，设计委员会的简单视觉效果也随之演变。
© Design Council, CC BY 4.0
© 设计委员会， CC BY 4.0的
In this expanded and annotated version, the framework emphasizes four design principles:
在这个扩展和注释的版本中，该框架强调了四个设计原则：
- Be people-centered. 以人为本。
- Communicate (visually and inclusively).
沟通（视觉上和包容性上）。 - Collaborate and co-create.
协作和共同创造。 - Iterate, iterate, iterate!
迭代，迭代，再迭代！
The updated version also highlights the importance of leadership (to create an environment that allows innovation) and engagement (to connect with different stakeholders and involve them in the design process).
更新后的版本还强调了领导力（创造一个允许创新的环境）和参与（与不同的利益相关者建立联系并让他们参与设计过程）的重要性。
Common Elements of Design Thinking Frameworks 设计思维框架的共同要素
On the surface, design thinking frameworks look very different—they use alternative names and have different numbers of steps. However, at a fundamental level, they share several common traits.
从表面上看，设计思维框架看起来非常不同——它们使用不同的名称，并且具有不同的步骤数量。然而，从根本上讲，它们有几个共同的特征。 
© Interaction Design Foundation, CC BY-SA 4.0
© 交互设计基础， CC BY-SA 4.0
- Start with empathy. Focus on the people to come up with solutions that work best for individuals, business, and society.
从同理心开始。以人为本，提出最适合个人、企业和社会的解决方案。 - Reframe the problem or challenge at hand. Don’t rush into a solution. Explore the problem space and look at the issue through multiple perspectives to gain a more holistic, nuanced understanding.
重新定义手头的问题或挑战。不要急于寻求解决方案。探索问题空间，从多个角度看待问题，以获得更全面、更细致的理解。 - Initially, employ a divergent style of thinking (analyze). In the problem space, gather as many insights as possible. In the solution space, encourage team members to generate and explore as many solutions as possible in an open, judgment-free ideation space.
最初，采用发散的思维方式（分析）。在问题空间中，收集尽可能多的见解。在解决方案空间中，鼓励团队成员在开放、无判断的构思空间中生成和探索尽可能多的解决方案。 - Later, employ a convergent style of thinking (synthesize). In the problem space, synthesize all data points to define the problem. In the solution space, whittle down all the ideas—isolate, combine and refine potential solutions to create more mature ideas.
之后，采用收敛的思维方式（综合）。在问题空间中，综合所有数据点以定义问题。在解决方案空间中，减少所有想法——分离、组合和提炼潜在的解决方案，以创造更成熟的想法。 - Create and test prototypes. Solutions that make it through the previous stages get tested further to remove potential issues.
创建和测试原型。通过上述阶段的解决方案将进一步测试，以消除潜在问题。 - Iterate. As the team progresses through the various stages, they revisit different stages and may redefine the challenge based on new insights.
迭代。随着团队在各个阶段的进展，他们会重新审视不同的阶段，并可能根据新的见解重新定义挑战。
Design thinking is a non-linear process. For example, teams may jump from the test stage to the define stage if the tests reveal insights that redefine the problem. Or, a prototype might spark a new idea, prompting the team to step back into the ideate stage.
设计思维是一个非线性过程。例如，如果测试揭示了重新定义问题的见解，则团队可能会从测试阶段跳转到定义阶段。或者，原型可能会激发一个新想法，促使团队回到构思阶段。
© Interaction Design Foundation, CC BY-SA 4.0
© 交互设计基础， CC BY-SA 4.0
Design Thinking Mindsets: More than a Process 设计思维方式：不仅仅是一个过程
A mindset is a characteristic mental attitude that determines how one interprets and responds to situations. Design thinking mindsets are how individuals think, feel and express themselves during design thinking activities. It includes people’s expectations and orientations during a design project.
心态是一种典型的心理态度，它决定了一个人如何解释和应对情况。设计思维方式是个人在设计思维活动中思考、感受和表达自己的方式。它包括人们在设计项目中的期望和方向。
Without the right mindset, it can be very challenging to change how we work and think.
如果没有正确的心态，改变我们的工作和思维方式可能非常具有挑战性。
The key mindsets that ensure a team can successfully implement design thinking are.
确保团队能够成功实施设计思维的关键思维方式是。
- Be empathetic: Empathy is the ability to place yourself, your thinking and feelings in another person’s shoes. Design thinking begins from a deep understanding of the needs and motivations of people—the parents, neighbors, children, colleagues, and strangers who make up a community.
- Be collaborative: No one person is responsible for the outcome when you work in a team. Several great minds are always stronger than just one. Design thinking benefits from the views of multiple perspectives and lets others’ creativity bolster your own.
协作：当你在团队中工作时，没有人对结果负责。几个伟大的头脑总是比一个更强大。设计思维受益于多种观点，并让他人的创造力支持你自己的创造力。 - Be optimistic: Be confident about achieving favorable outcomes. Design thinking is the fundamental belief that we can all create change—no matter how big a problem, how little time, or how small a budget. Designing can be a powerful process no matter what constraints exist around you.
保持乐观：对取得有利的结果充满信心。设计思维是一种基本信念，即无论问题有多大、时间有多短或预算有多小，我们都可以创造变革。无论您周围存在什么限制，设计都可以是一个强大的过程。 - Embrace ambiguity: Get comfortable with ambiguous and complex situations. If you expect perfection, it is difficult to take risks, which limits your ability to create radical change. Design thinking is all about experimenting and learning by doing. It gives you the confidence to believe that new, better things are possible and that you can help make them a reality.
拥抱模棱两可：适应模棱两可和复杂的情况。如果你期望完美，就很难冒险，这限制了你创造彻底改变的能力。设计思维就是在实践中进行实验和学习。它让你有信心相信新的、更好的事情是可能的，并且你可以帮助它们成为现实。 - Be curious: Be open to different ideas. Recognize that you are not the user.
保持好奇心：对不同的想法持开放态度。认识到您不是用户。 - Reframe: Challenge and reframe assumptions associated with a given situation or problem. Don’t take problems at face value. Humans are primed to look for patterns. The unfortunate side effect of these patterns is that we form (often false and sometimes dangerous) stereotypes and assumptions. Design thinking aims to help you break through any preconceived notions and biases and reframe challenges.
重构：挑战和重构与给定情况或问题相关的假设。不要只看表面价值的问题。人类已经准备好寻找模式。这些模式不幸的副作用是，我们形成了（通常是错误的，有时是危险的）刻板印象和假设。设计思维旨在帮助您突破任何先入为主的观念和偏见，并重新构建挑战。 - Embrace diversity: Work with and engage people with different cultural backgrounds, experiences, and ways of thinking and working. Everyone brings a unique perspective to the team. When you include diverse voices in a team, you learn from each other’s experiences, further helping you break through your assumptions.
拥抱多样性：与具有不同文化背景、经验、思维和工作方式的人一起工作并参与其中。每个人都为团队带来独特的视角。当你在一个团队中加入不同的声音时，你会从彼此的经验中学习，进一步帮助你突破你的假设。 - Make tangible: When you make ideas tangible, it is faster and easier for everyone on the team to be on the same page. For example, sketching an idea or enacting a scenario is far more convenient and easy to interpret than an elaborate presentation or document.
让想法变得有形：当你把想法变成有形时，团队中的每个人都会更快、更容易地达成共识。例如，勾勒一个想法或制定一个场景比精心制作的演示文稿或文档更方便、更容易解释。 - Take action: Run experiments and learn from them.
采取行动：运行实验并从中学习。
Design Thinking vs Agile Methodology 设计思维与敏捷方法论
Teams often use design thinking and agile methodologies in project management, product development, and software development. These methodologies have distinct approaches but share some common principles.
团队经常在项目管理、产品开发和软件开发中使用设计思维和敏捷方法。这些方法有不同的方法，但有一些共同的原则。
Similarities between Design Thinking and Agile 设计思维与敏捷的相似之处
Iterative Process 迭代过程
Both methodologies emphasize iterative development. In design thinking, teams may jump from one phase to another, not necessarily in a set cyclical or linear order. For example, on testing a prototype, teams may discover something new about their users and realize that they must redefine the problem. Agile teams iterate through development sprints.
这两种方法都强调迭代开发。在设计思维中，团队可能会从一个阶段跳到另一个阶段，不一定是按照固定的周期性或线性顺序。例如，在测试原型时，团队可能会发现有关其用户的新内容，并意识到他们必须重新定义问题。敏捷团队通过开发冲刺进行迭代。
User-Centered 以用户为中心
The agile and design thinking methodologies focus on the end user. All design thinking activities—from empathizing to prototyping and testing—keep the end users front and center. Agile teams continually integrate user feedback into development cycles.
敏捷和设计思维方法侧重于最终用户。所有设计思维活动（从移情到原型设计和测试）都始终以最终用户为中心。敏捷团队不断将用户反馈集成到开发周期中。
Collaboration and Teamwork 协作和团队合作
Both methodologies rely heavily on collaboration among cross-functional teams and encourage diverse perspectives and expertise.
这两种方法都严重依赖于跨职能团队之间的协作，并鼓励不同的观点和专业知识。
Flexibility and Adaptability 灵活性和适应性
With its focus on user research, prototyping and testing, design thinking ensures teams remain in touch with users and get continuous feedback. Similarly, agile teams monitor user feedback and refine the product in a reasonably quick time.
设计思维专注于用户研究、原型设计和测试，确保团队与用户保持联系并获得持续的反馈。同样，敏捷团队会监控用户反馈，并在相当短的时间内完善产品。 
Differences between Design Thinking and Agile 设计思维与敏捷的区别
While design thinking and agile teams share principles like iteration, user focus, and collaboration, they are neither interchangeable nor mutually exclusive. A team can apply both methodologies without any conflict.
虽然设计思维和敏捷团队共享迭代、以用户为中心和协作等原则，但它们既不可互换，也不相互排斥。团队可以应用这两种方法，而不会发生任何冲突。
From a user experience design perspective, design thinking applies to the more abstract elements of strategy and scope. At the same time, agile is more relevant to the more concrete elements of UX: structure, skeleton and surface. For quick reference, here’s an overview of the five elements of user experience.
从用户体验设计的角度来看，设计思维适用于更抽象的策略和范围元素。同时，敏捷与用户体验中更具体的元素更相关：结构、骨架和表面。为了快速参考，以下是用户体验的五个要素的概述。
Design thinking is more about exploring and defining the right problem and solution, whereas agile is about efficiently executing and delivering a product.
设计思维更多的是关于探索和定义正确的问题和解决方案，而敏捷是关于有效地执行和交付产品。
Here are the key differences between design thinking and agile.
以下是设计思维和敏捷之间的主要区别
| Design Thinking 设计思维 | Agile 敏捷 | |
|---|---|---|
| Origins 起源 | It primarily originates in design and borrows from multiple disciplines, including psychology, systems thinking, and business strategy. 它主要起源于设计，并借鉴了多个学科，包括心理学、系统思维和商业战略。 | It primarily originates from software development and borrows from disciplines such as manufacturing and project management. 它主要起源于软件开发，并借鉴了制造和项目管理等学科。 |
| Primary Focus 主要关注点 | Problem-solving and innovative solutions. 解决问题和创新的解决方案。 | Efficient product delivery. 高效的产品交付。 |
| Phase of Application 申请阶段 | Usually, toward the beginning of a project. Aims to define the problem and test and pick a solution. 通常，在项目开始时。旨在定义问题并测试和选择解决方案。 | Usually, after teams have a clear solution. Aims to deliver that solution and continuously iterate on the live product. 通常，在团队有明确的解决方案之后。旨在提供该解决方案并不断迭代实时产品。 |
| Structure and Documentation 结构和文档 | Fluid process, less formal and relatively lesser documentation. 流程流畅，不太正式，文档相对较少。 | Structured and formal process with extensive documentation. 结构化和正式的流程，具有广泛的文档。 |
| End product 成品 | An idea or solution, usually with a prototype, may not be tangible. 一个想法或解决方案，通常带有原型，可能不是有形的。 |
Design Sprint: A Condensed Version of Design Thinking 设计冲刺：设计思维的浓缩版
A design sprint is a 5-day intensive workshop where cross-functional teams aim to develop innovative solutions.
设计冲刺是一个为期 5 天的密集研讨会，跨职能团队旨在开发创新的解决方案。
The design sprint is a very structured version of design thinking that fits into the timeline of a sprint (a sprint is a short timeframe in which agile teams work to produce deliverables). Developed by Google Ventures, the design sprint seeks to fast-track innovation.
设计冲刺是设计思维的一个非常结构化的版本，适合冲刺的时间线（冲刺是敏捷团队努力产生可交付成果的短时间框架）。该设计冲刺由 Google Ventures 开发，旨在快速跟踪创新。