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Understanding Radical Breaks

In: Design Thinking Research

Author

Listed:
  • Jonathan Edelman

    (Stanford University)

  • Avantika Agarwal

    (Stanford University)

  • Cole Paterson

    (Stanford University)

  • Sophia Mark

    (Stanford University)

  • Larry Leifer

    (Stanford University)

Abstract

In this chapter, the authors propose an empirically supported framework for understanding how small horizontally organized design teams perform radical redesigns or radical breaks. The notion of radical breaks captures what is often thought of as “thinking out of the box”, and reframing problems to find new and unique solutions. A radical break occurs in the course of a redesign when designers make a major departure from the provided artifact. We introduce three imbricated concepts as a mechanism for understanding how design process determines design outcomes: scoping (what designers take to be the task), behaviors (how designers move through the task), and shared media (drawings, prototypes and gestures). Results of an experiment using small design teams in a redesign task suggests six primary modes of “scoping”, two primary modes of design “behavior”, and two primary modes of “shared media”.

Suggested Citation

  • Jonathan Edelman & Avantika Agarwal & Cole Paterson & Sophia Mark & Larry Leifer, 2012. "Understanding Radical Breaks," Understanding Innovation, in: Hasso Plattner & Christoph Meinel & Larry Leifer (ed.), Design Thinking Research, edition 127, pages 31-51, Springer.
    • Handle: RePEc:spr:undchp:978-3-642-21643-5_3
    DOI: 10.1007/978-3-642-21643-5_3
    as

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