Design for a Better World

IF 1.7 4区 管理学 Q3 BUSINESS Research-Technology Management Pub Date : 2023-04-20 DOI:10.1080/08956308.2023.2183015
Don Norman, Jim Euchner
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引用次数: 4

Abstract

Don Norman [DN]: I have to back up a little bit and discuss the origin of design. And I believe that almost everything I say will apply to engineering, as well. Both design and engineering have been essential to producing the products that bring benefits to people and profits to companies. The first real designers worked at Wedgewood, the ceramics company in England. Their job was to paint pretty designs on the porcelain so that it would sell better. Design started off as applied art. I make the observation in the book that design’s history as an aesthetic discipline has been most unfortunate in defining for many people what design is all about. In this view, designers have been the ones who could make a product pretty, make it attractive. In a very real sense, designers became tools of industry. But not all of us believed that our role should be to help companies sell more. I say that, but I have to admit that I used to teach people how to design attractive products. I am sad to say that I even taught at one point how to make products addictive and how to use design to lock-in customers so they couldn’t easily leave your domain because it would be too expensive to switch to a different company. All these practices today we say are wrong and bad, but they were part of what we used to teach. My favorite story about design of attractive products is from my time at Apple. Jony Ive showed up in my office one day and held something up in the air. I said, “Wow! I want it! What is it? How much does it cost?” That’s the point; Jony could design something that you wanted without even knowing what it was. He made stuff so beautiful and so elegant that everyone wanted one. Part of the attractiveness was that the device was so thin and so light! But how do you make a computer thin and light? Well, you use special materials, and you glue them together, and you take care not to waste any space. And that aesthetic choice has design consequences that go beyond the product. What are those consequences? I was playing with a new Apple Air yesterday, and although it was screwed together (not glued together), they used really tiny little screws with a weird slot. It required a special instrument to open the case. To save space, the batteries had no enclosure, just the exposed battery, so it wouldn’t waste space. These things made it almost impossible to change a battery. And, of course, it’s also difficult for anybody to take apart one of these computers and reuse the components. It’s interesting, but we can’t even recycle a milk carton. A milk carton is cardboard, so there’s a very fine layer of plastic that protects it from the moisture, and you can’t recycle the milk carton unless you can remove that layer of plastic. Only a few recycling companies have equipment that can do that.
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为更美好的世界设计
唐·诺曼[DN]:我必须回顾一下设计的起源。我相信几乎我所说的一切也适用于工程。设计和工程对于生产给人们带来好处和给公司带来利润的产品都是必不可少的。第一批真正的设计师在英国的陶瓷公司Wedgewood工作。他们的工作是在瓷器上画上漂亮的图案,以便卖得更好。设计最初是应用艺术。我在书中观察到,对于许多人来说,设计作为一门美学学科的历史是最不幸的,因为它定义了什么是设计。在这个观点中,设计师一直是那些能让产品变得漂亮,吸引人的人。从某种意义上说,设计师变成了工业的工具。但并不是所有人都认为我们的角色应该是帮助公司销售更多产品。我是这么说的,但我必须承认,我曾经教过人们如何设计有吸引力的产品。我很遗憾地说,我甚至一度教过如何让产品上瘾,以及如何利用设计来锁定客户,这样他们就不会轻易离开你的领域,因为转投另一家公司的成本太高了。今天我们所说的所有这些做法都是错误和不好的,但它们是我们过去教导的一部分。关于设计有吸引力的产品,我最喜欢的故事来自我在苹果公司的时候。有一天,乔尼·艾夫出现在我的办公室,手里举着什么东西。我说:“哇!我想要!这是什么?要多少钱?”这就是重点;乔尼可以设计出你想要的东西,甚至不知道它是什么。他做的东西非常漂亮,非常优雅,每个人都想要一个。它吸引人的部分原因是它又薄又轻!但是怎样才能把电脑做得又薄又轻呢?嗯,你用特殊的材料,把它们粘在一起,你注意不要浪费任何空间。这种审美选择对设计的影响超越了产品本身。这些后果是什么?我昨天玩了一个新的Apple Air,虽然它是拧在一起的(不是粘在一起的),但他们用了一个非常小的螺丝,上面有一个奇怪的槽。需要一种特殊的工具才能打开箱子。为了节省空间,电池没有外壳,只有外露的电池,所以不会浪费空间。这些东西使得更换电池几乎不可能。当然,对任何人来说,拆开其中一台电脑并重新使用这些组件也是很困难的。这很有趣,但我们甚至不能回收一个牛奶盒。牛奶盒是硬纸板,所以有一层很细的塑料保护它不受潮,除非你能去掉那层塑料,否则你不能回收牛奶盒。只有少数回收公司有这样的设备。
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来源期刊
Research-Technology Management
Research-Technology Management 管理科学-工程:工业
CiteScore
3.90
自引率
13.60%
发文量
63
审稿时长
>12 weeks
期刊介绍: RTM is the leading peer-reviewed journal focused on the practice of innovation. We publish articles that map the cutting edge in R&D management, illustrate how management theory can be applied to real-world challenges, and give R&D managers the tools to promote innovation throughout their organizations. RTM publishes both quantitative and rigorous qualitative work, including case studies, descriptions of new practical models, and paradigms for understanding and fostering innovation. We are interested in a wide range of topics in innovation and technology management, including: • Product development processes and strategy • R&D portfolio management • R&D performance metrics • Management of technical and creative people • Strategy and innovation • Global innovation • Innovation and design, including design thinking • Innovation and organizational culture • Innovation and sustainability across the triple bottom line • New modes of innovation, including business model innovation, corporate entrepreneuring/intrapreneuring, and various forms of open innovation • Intellectual asset management • Innovations of manufacturing, including Industry 4.0 • Security, ethical, and legal challenges associated with emerging technologies and innovation nodes • Emerging trends reshaping R&D and innovation into the future
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