Double diamond: A design process model - Revision history

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	'''Developed by Phillip Dyrberg'''		''Developed by Phillip Dyrberg''

	== Abstract ==		== Abstract ==

S164503 at 18:05, 28 February 2021

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	Developed by Phillip Dyrberg		'''Developed by Phillip Dyrberg'''

	== Abstract ==		== Abstract ==

S164503 at 18:04, 28 February 2021

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			Developed by Phillip Dyrberg

	== Abstract ==		== Abstract ==
	This article describes the Design Thinking model Double Diamond with a particular focus on how the model is applicable in the context of project management and what limitations it holds. The British Design Council developed the Double Diamond model in 2005 based on case studies from Design Departments at 11 international companies<ref name="BDC6">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The model was visualized by a figure consisting of two diamonds, the first diamond referring to the problem space and the second the solution space. The Double Diamond model describes four general stages, which can help the user to navigate through complex processes in a structured manner. Each of the four stages is characterized by what has been described as either divergent- or convergent thinking: Discover (Divergent), Define (Convergent), Develop (Divergent), and Deliver (Convergent). Thus, the principle is that the user is diverging before converging<ref name="Tschimmel2">Tschimmel, K. (2012). Design Thinking as an effective Toolkit for Innovation. Page 9-10''</ref>. The initial Discover-stage aims to investigate, explore and identify the stakeholder needs while simultaneously seeking to understand the complexity of the problem<ref name="BDC8">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 8. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The Define-stage delimits the interpretations based on the Discover-stage findings, aiming to obtain a clear definition of the problem<ref name="BDC14">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 14. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The third stage, Develop, aims to acquire various solutions, which can address the problem<ref name="BDC19">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 19-20. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The Deliver-stage entails final testing of the solutions pursuing an improved outcome followed by feedback sessions on the process<ref name="BDC23">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 23-25. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. Connecting the model to the various project management life cycles shows that the Double Diamond is not an excellent fit for all types of life cycles. However, the model does appear to be an appropriate Project Management framework in some cases, e.g., when running a project in a predictive life cycle to obtain a structured project plan with a critical focus on the problem- and solution space from the initial stages. Further, it is discussed that the model contains certain limitations, e.g., its structure has been criticized for being too linear, which does not align with today’s agile and iterative way of applying Design Thinking or Project Management.		This article describes the Design Thinking model Double Diamond with a particular focus on how the model is applicable in the context of project management and what limitations it holds. The British Design Council developed the Double Diamond model in 2005 based on case studies from Design Departments at 11 international companies<ref name="BDC6">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The model was visualized by a figure consisting of two diamonds, the first diamond referring to the problem space and the second the solution space. The Double Diamond model describes four general stages, which can help the user to navigate through complex processes in a structured manner. Each of the four stages is characterized by what has been described as either divergent- or convergent thinking: Discover (Divergent), Define (Convergent), Develop (Divergent), and Deliver (Convergent). Thus, the principle is that the user is diverging before converging<ref name="Tschimmel2">Tschimmel, K. (2012). Design Thinking as an effective Toolkit for Innovation. Page 9-10''</ref>. The initial Discover-stage aims to investigate, explore and identify the stakeholder needs while simultaneously seeking to understand the complexity of the problem<ref name="BDC8">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 8. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The Define-stage delimits the interpretations based on the Discover-stage findings, aiming to obtain a clear definition of the problem<ref name="BDC14">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 14. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The third stage, Develop, aims to acquire various solutions, which can address the problem<ref name="BDC19">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 19-20. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. The Deliver-stage entails final testing of the solutions pursuing an improved outcome followed by feedback sessions on the process<ref name="BDC23">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 23-25. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. Connecting the model to the various project management life cycles shows that the Double Diamond is not an excellent fit for all types of life cycles. However, the model does appear to be an appropriate Project Management framework in some cases, e.g., when running a project in a predictive life cycle to obtain a structured project plan with a critical focus on the problem- and solution space from the initial stages. Further, it is discussed that the model contains certain limitations, e.g., its structure has been criticized for being too linear, which does not align with today’s agile and iterative way of applying Design Thinking or Project Management.

S164503: /* Application */

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Application

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	As discussed, the Double Diamond model is better suited to be used in a predictive life cycle than in an adaptive life cycle. However, the model may still be applicable in multiple types of industries even if there are areas for which it is better suited, e.g., industries and projects that run in a rigid sequence, which typically characterizes a predictive life cycle. The Double Diamond model is not particularly well suited for projects requiring a high degree of flexibility or lack of essential data at the beginning of the project, e.g., projects dealing with software development<ref name="BDC134">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 134. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. <br>		As discussed, the Double Diamond model is better suited to be used in a predictive life cycle than in an adaptive life cycle. However, the model may still be applicable in multiple types of industries even if there are areas for which it is better suited, e.g., industries and projects that run in a rigid sequence, which typically characterizes a predictive life cycle. The Double Diamond model is not particularly well suited for projects requiring a high degree of flexibility or lack of essential data at the beginning of the project, e.g., projects dealing with software development<ref name="BDC134">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 134. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. <br>

	The Double Diamond needs to be supplemented by a series of Design- and Project Management tools. Concrete tools and methods for the ~~team~~ to apply during the different phases are enlightened at the end of the section, respectively, in Table 2 and Table 3.		The Double Diamond needs to be supplemented by a series of Design- and Project Management tools. Concrete tools and methods for the Project Manager to apply during the different phases are enlightened at the end of the section, respectively, in Table 2 and Table 3.

	=== Problem space ===		=== Problem space ===

S164503: /* The Double Diamond & Project Management */

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The Double Diamond & Project Management

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	[[File:DivCon.png\|left\|thumb\|500px\|Figure 2: Illustrating the differences between divergent- and convergent thinking (Own figure based on DTU, TIM)]]<br clear=all>		[[File:DivCon.png\|left\|thumb\|500px\|Figure 2: Illustrating the differences between divergent- and convergent thinking (Own figure based on DTU, TIM)]]<br clear=all>

	The Double Diamond model urges the ~~user~~ to diverge before converging, making it a great framework to structure- or plan a project. The Double Diamond is particularly beneficial due to the early and thorough attention paid to the problem- and solution space, e.g., developing a new product or service in an organization<ref name="BDC7">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6-7. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. When applied, one should initiate from the left in the first quarter of the diamond, sequentially processing through each phase until finished. However, the Double Diamond must be supplemented by other design and project management tools and methods to succeed in this. The British Design Council describes the Double Diamond as followed:		The Double Diamond model urges the Project Manager to diverge before converging, making it a great framework to structure- or plan a project. The Double Diamond is particularly beneficial due to the early and thorough attention paid to the problem- and solution space, e.g., developing a new product or service in an organization<ref name="BDC7">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6-7. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>. When applied, one should initiate from the left in the first quarter of the diamond, sequentially processing through each phase until finished. However, the Double Diamond must be supplemented by other design and project management tools and methods to succeed in this. The British Design Council describes the Double Diamond as followed:

	“''The two diamonds represent a process of exploring an issue more widely or deeply (divergent thinking) and then taking focused action (convergent thinking).''“<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>		“''The two diamonds represent a process of exploring an issue more widely or deeply (divergent thinking) and then taking focused action (convergent thinking).''“<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>

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Annotated Bibliography

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	# ''' Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition).''': PMBOK® Guide is a vital source for Project Management, which can be used in all industries. The reader should focus on studying the Project Management tools included in Table 3, as these are not explained in this article.		# ''' Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition).''': PMBOK® Guide is a vital source for Project Management, which can be used in all industries. The reader should focus on studying the Project Management tools included in Table 3, as these are not explained in this article.
	# ''' Banathy, Bela H. (1996). Designing Social Systems in a Changing World.''': This book by Banathy does not explicitly review the Double Diamond. However, she examines a wide range of design tools, which are very relevant for the different phases in the model. Also, the book argues for the use of a divergent and convergent mindset.		# ''' Banathy, Bela H. (1996). Designing Social Systems in a Changing World.''': This book by Banathy does not explicitly review the Double Diamond. However, she examines a wide range of design tools, which are very relevant for the different phases in the model. Also, the book argues for the use of a divergent and convergent mindset.
			# ''' Dorst, Kees; Cross, Nigel. (2001). Creativity in the design process: co-evolution of problem–solution''': Based on many aspects, the paper evaluates a series of protocol studies of nine seasoned industrial designers who yielded empirical evidence on design processes. It also uses observations to affirm the general validity of a paradigm of creative design as the co-evolution of problem/solution spaces.

	== Bibliography ==		== Bibliography ==
	<references/>		<references/>

S164503: /* Concrete tools & methods to apply in the four phases */

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Concrete tools & methods to apply in the four phases

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	=== Concrete tools & methods to apply in the four phases ===		=== Concrete tools & methods to apply in the four phases ===

	The following section provides guidance on concrete tools and methods, which can be applied during each of the four phases. Just as there are different variants of the Double Diamond model, several different suggestions for methods and tools can be applied during each phase. According to the British Design Council, table 2 outlines the tools needed in each phase of the Double Diamond. Each tool can be further studied in ‘A study of the design process'<ref name="BDC7">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6-7. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>.		The following section provides guidance on concrete tools and methods, which can be applied during each of the four phases. Just as there are different variants of the Double Diamond model, several different suggestions for methods and tools can be applied during each phase. According to the British Design Council, table 2 outlines the tools needed in each phase of the Double Diamond. Each tool and method can be further studied in ‘A study of the design process'<ref name="BDC7">Design Council. (2005). Eleven lessons: managing design in eleven global brands. A study of the design process. Page 6-7. Retrieved from https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf''</ref>.

	[[File:ToolsBDC.png\|left\|thumb\|500px\|Table 2: Tools ~~needed~~ in each phase based on the British Design Council, 2005]]<br clear=all>		[[File:ToolsBDC.png\|left\|thumb\|500px\|Table 2: Tools and methods to apply in each phase based on the British Design Council, 2005]]<br clear=all>

	Furthermore, a handful of concrete Project Management tools applicable in each of the four phases are listed in Table 3. These tools can be further studied in the PMBOK Guide; see references shown in the table.		Furthermore, a handful of concrete Project Management tools applicable in each of the four phases are listed in Table 3. These tools and methods can be further studied in the PMBOK Guide; see references shown in the table.

	[[File:ToolsPM.png\|left\|thumb\|500px\|Table 3: Project Management tools to improve the processes in the Double Diamond model]]<br clear=all>		[[File:ToolsPM.png\|left\|thumb\|500px\|Table 3: Project Management tools to improve the processes in the Double Diamond model]]<br clear=all>

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S164503: /* The Framework for Innovation */

2021-02-23T21:15:29Z

The Framework for Innovation

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	[[File:FFI.png\|left\|thumb\|300px\|Figure 3: Illustration of the Framework for Innovation, which is a public model visible on [Ref: https://www.designcouncil.org.uk/sites/default/files/asset/document/Double%20Diamond%20Model%202019.pdf]]]<br clear=all>		[[File:FFI.png\|left\|thumb\|300px\|Figure 3: Illustration of the Framework for Innovation, which is a public model visible on [Ref: https://www.designcouncil.org.uk/sites/default/files/asset/document/Double%20Diamond%20Model%202019.pdf]]]<br clear=all>

	As seen in Figure 3, the framework is still visualized as two diamonds and includes the identical four phases. However, the Framework for Innovation differs from the Double Diamond model by the British Design Council explicitly emphasizing that “''This is not a linear process as the arrows on the diagram show''”<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>. Besides the newly added arrows, they also enhanced the complexity of the model by including the following factors to promote innovation~~: Engagement, Design Principles, a Methods Bank and Leadership~~<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>. The Framework for Innovation appears to be a better fit for the adaptive life cycle than the Double Diamond model is. The expanded version includes newly added components, which might affect the model negatively as it becomes complicated and time consuming to use. A strength of the Double Diamond is in fact the degree of simplicity, where the user is thinking divergently before thinking convergently, which relates to the problem- and solution space.		As seen in Figure 3, the framework is still visualized as two diamonds and includes the identical four phases. However, the Framework for Innovation differs from the Double Diamond model by the British Design Council explicitly emphasizing that “''This is not a linear process as the arrows on the diagram show''”<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>. Besides the newly added arrows, they also enhanced the complexity of the model by including the following factors to promote innovation<ref name="DivCon">British Design Council. Retrieved Februar 10, 2021. Link: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond"</ref>:

			# Engagement
			# Design Principles
			# Methods Bank
			# Leadership

			The Framework for Innovation appears to be a better fit for the adaptive life cycle than the Double Diamond model is. The expanded version includes newly added components, which might affect the model negatively as it becomes complicated and time consuming to use. A strength of the Double Diamond is in fact the degree of simplicity, where the user is thinking divergently before thinking convergently, which relates to the problem- and solution space.

	== Application ==		== Application ==