2024 - Class 3 Design Thinking - Lecture 1

VANLANG UNIVERSITY . Faculty of Art and Design | MASTER TRAINING PROGRAM .
Application Art Industry
DESIGN THINKING
Lecturer: Renato Antonio Bertao
March 1st, 2024
CLASS 1/10
© Renato Antonio Bertao 2024
VANLANG UNIVERSITY . Faculty of Art and Design | MASTER TRAINING PROGRAM . Application Art Industry
WELCOME!
Let’s experience a design thinking
boot camp!

Before starting…
Let’s know each other!
I will start by introducing myself.

Ho Chi Min, Vietnam

6 PM
Curitiba, Brazil
8 AM

Vietnam, Hanoi, July 2018

Renato Antonio Bertão

• Ph.D. in [Smart Experience] Design (Kookmin University, Korea)
• MBA in International Business (Ajou University, Korea)
• Master’s in Information Science (UFPR, Brazil)
• Bachelor in Fine Arts (EMBAP, Brazil)
• Associate degree in Industrial Design (UTFPR, Brazil)


Educator and researcher in the design and visual arts disciplines since 2001.
• ORCID
• Research Gate
• LinkedIn


Independent design researcher
Research topics: DESIGN THINKING Experience design
Artificial intelligence Design methods
Innovation Information science
Business model innovation Fashion design
Visual communication design Media art

Now it is your turn!

But let’s make it different with the help
of a spokesperson.

You have 2 min to…

1. Find a colleague in the class to interview and be
interviewed.
Please choose someone you are not close to.

You have 3 min to…

2. Get key information about your colleague.
For instance: name, educational and professional
background, knowledge about design thinking,
something you think we should know, etc.

Your colleague has 3 min to…

2. Get key information about you.
For instance: name, educational and professional
background, knowledge about design thinking,
something your colleague thinks we should know,
etc.
Each of you has 30 seconds to…

3. Prepare to be your colleague’s spokesperson.
You will introduce her/him in 30 seconds!
Be compelling to introduce this colleague to your
classmates!

Let’s start!
Who’s the first spokesperson?
[Estimated time: 15 min]

Nice to meet you all!

Thank you for the opportunity to teach you!
I hope we have a great time in the next weeks.

Before starting, a few important

information.

If there is any internet connection

issue, I will connect to VLU as soon as
possible.

Also, I will be in close contact with

professor the TA and Professor Thai to
manage the issue quickly.

I will try to speak English slowly.

If needed, the TA will translate the
contents into the Vietnamese
language.

How will the translation work?

1. I will present a couple of slides.
2. Then, I stop, and, if needed, the TA
translates the contents.

If you cannot understand my English,

or you cannot follow my point, feel
free to ask me to repeat/clarify it.

And now, the Design Thinking journey

begins!

DESIGN THINKING
Course description

DESIGN THINKING
Course objectives
Provide students with:
• An understanding of design thinking logic and entire process;
• An opportunity for a hands-on experience with the design thinking
methodology;
• An applied context for using design thinking's creative problem-solving
tools;

DESIGN THINKING
Course objectives
Provide students with:
• A training on design thinking based on current practices in the global
industry;
• Opportunities to deliver innovative and human-centered solutions for
wicked problems in the following contexts:
• Education (e.g., Vanlang University),
• Urban & Business (e.g., Ho Chi Minh City),
• Social (Vietnamese people's life).

What will you study and learn?

DESIGN THINKING
Course contents
• Wicked problems;
• Human-centered design;
• Design thinking process and methodology;
• Design thinking tools;
• d.school's design thinking model [Empathize, Define, Ideate, Prototype,
Test, Assess];

DESIGN THINKING
Course contents
• Design thinking for non-designers;

• Design thinking boot camp [Training];
• Business design [Empathy & deep human understanding; Concept
visualization; Strategic business design];

What does your learning journey look

like?

DESIGN THINKING
Course map
Lecture # Topic
1 Introduction to Design Thinking
2 Pre-boot camp | Problem finding
3 Boot camp | Empathize
4 Boot camp | Define [A]
5 Boot camp | Define [B]
6 Boot camp | Ideate
7 Boot camp | Prototype and test
8 Boot camp | Iterate
9 Boot camp | Assess [Business Design]
10 Boot camp | Assess [Pitch]
DESIGN THINKING
Schedule [Class 3]
This is a tentative schedule for February 19th.

It may be adjusted later by an agreement between the Professor and students.

Stay tuned!
There are two breaks (March 08 and 29) on the
course schedule to help teams to conduct fieldwork.

DESIGN THINKING
Class information | #1
2024 March
Day 01 (Fri)
Time (UTC+7) 6:00 ~ 9:00 PM [Class 3]
Class 1
Step Introduction
Topic DESIGN THINKING
Lecture Innovation; Wicked problems; Creative problem-solving; Human-centered design; Design
thinking
Group activity Self-introduction [spokesperson]
Assignment [Submission] -
Assignment [Next class] 1A: Identifying problems in daily life | Individual assignment: Field observation findings
[report submission]

How about the learning process

assessment?

Individual and team evaluation will

be adopted in this course.

DESIGN THINKING
Course evaluation
Assignments [Design thinking project] Class(es) Points
1A, 1B, 1C: Pre-boot camp [Individual + team assignment] | Reports 1~2 1
2A, 2B, 2C, 2D, 2E, 2F: Boot camp [Team assignment] | Design thinking project 3~9 5,5
4: Boot camp [Team outcomes and presentation] | Design thinking project 10 1,5
5: Pitiching scores [Team outcomes] | Design thinking project 10 2
TOTAL 10
Assignment [Midterm exam] Class Points

3: Midterm exam [Individual written assignment] | Critical essay 7 10
TOTAL 10

DESIGN THINKING
Course evaluation
Assignments Points Weight FINAL GRADE
1A, 1B, 1C [Reports], 2A, 2B, 2C, 2D, 2E, 2F, 4, 5 [Design thinking project] 10 60%
10
3 [Midterm exam] 10 40%

And how about the course

references?

DESIGN THINKING
Core references

DESIGN THINKING
References
• d.school, and Hasso Pla.ner Ins2tute of Design at Stanford. 2016. 'Design Project Guide'. h.ps://dschool.stanford.edu/resources/design-
project-guide-1.
• d.school, and Hasso Pla.ner Ins2tute of Design at Stanford. 2013. 'Design Thinking Bootleg'. h.ps://dschool.stanford.edu/resources/the-
bootcamp-bootleg.
• d.school, and Hasso Pla.ner Ins2tute of Design at Stanford. 2019. ‘8 Core [Design] Abili2es'. h.ps://dschool.stanford.edu/about/#about-8-
core-abili2es.
• Design Council. n.d. 'Framework for Innova2on' Accessed 17 May 2023. h.ps://www.designcouncil.org.uk/our-resources/framework-for-
innova2on/.
• IDEO. 2015. 'The Field Guide to Human-Centered Design'. h.ps://www.designkit.org/resources/1.html.
• IDEO. n.d. 'IDEO Design Thinking'. Design Thinking Defined. h.ps://designthinking.ideo.com.
• IDEO.org. n.d. 'Design Kit | Methods'. IDEO.Org. h.ps://www.designkit.org/methods.html.
• Bertão, R. A.; Jung, C. H.; Chung, J.; Joo, J. (2023). “Design thinking: a customized blueprint to train R & D personnel in crea2ve problem-
solving.” Thinking Skills and Crea0vity Journal, 48, 101253. h.ps://doi.org/10.1016/j.tsc.2023.101253
• Bertão, R. A.; Jung, C. H.; Joo J. (2022). "Iden2fying Inconveniences in Daily Life: A Problem Finding Prompt to Foster Non-Designers'
Engagement in Design Thinking Training." In 13th Design Thinking Research Symposium, 345–68. Haifa: Technion - Israel Ins2tute of
Technology.
• Brown, T. 2009. Change by Design: How Design Thinking Transforms Organiza0ons and Inspires Innova0on. New York: Harvard Business
Press.
• Fraser, H. M. A. 2012. Design Works: How to Tackle Your Toughest Innova0on Challenges through Business Design. Toronto: University of
Toronto Press.
If possible, please download all the

PDF files linked in the references.

DESIGN THINKING
[Free download] References

DESIGN THINKING
Other references (Books)

Time to start!
But before delving into DESIGN
THINKING…

First, let’s learn some essential

concepts.

CORE CONCEPTS
Related to design thinking
• Innovation
• Wicked problems
• Creative problem solving
• Human-centered design

What is innovation?

INNOVATION
Definition [Oslo Manual]
“An innovation is a new or improved product or
process (or combination thereof) that differs
significantly from the unit’s previous products or
processes and that has been made available to
potential users (product) or brought into use by the
unit (process).”
(OECD, 2018)
OECD/Eurostat. (2018). Oslo Manual 2018 - Guidelines For Collecting, Reporting And Using Data On Innovation 4th Edition.

INNOVATION
Types [Oslo Manual]
OLD EDITION NEW EDITION
• Product • Goods
• Services
• Goods and services include knowledge-capturing products, and
combinations thereof.
• Includes the design characteristics of goods and services.
• Process • Production
• Distribution and logistics
• Information and communication systems
• Organizational • Administration and management
• Marketing • Marketing, sales and aftersales support
• Product and business process development
OECD/Eurostat. (2018). Oslo Manual 2018 - Guidelines For Collecting, Reporting And Using Data On Innovation 4th Edition.

VANLANG UNIVERSITY . Faculty of Art and Design | MASTER TRAINING PROGRAM . Applica?on Art Industry
Other perspectives about innovation…

INNOVATION
Approaches
Damanpour’s (1991) considers three pairs of innovation:

• administrative and technical,
• product and process,
• incremental and radical.
Damanpour, F. (1991) ‘Organizational Innovation: a Meta-Analysis of Effects of Determinants and Moderators’, Academy of Management Journal, 34(3), pp. 555–590.

INNOVATION
Approaches
Despite lacking [academic/industry] consensus, these two are often cited:
INCREMENTAL RADICAL
INOVATION INNOVATION

INNOVATION
Approaches
INCREMENTAL RADICAL

INNOVATION
Approaches
INCREMENTAL RADICAL
“R&D based” “Disruptive”

And how does innovation happen?

Let’s explore some tracks!

INNOVATION TRACKS
• Businesses and corporations

• Governments and NGOs
• Organizations (for- and not-for-profit)

INNOVATION TRACKS
Businesses and corporations
Businesses and focus on to deliver better Profit is the

corporations customers’ needs products or ultimate
seeking INNOVATION and desires services. goal.

INNOVATION TRACKS
Governments and NGOs
Governments and focus on citizens’ to deliver better Social welfare

NGOs seeking needs and [public] services. is the ultimate
INNOVATION desires goal.

In summary:

INNOVATION TRACKS
Organizations (for- and not-for-profit)
Organizations focus on to deliver better Competitiveness

(for- and not-for- stakeholders’ structures and and efficiency are
profit) seeking INNOVATION needs and desires processes. the ultimate goals.

Let’s pay attention to the target

audiences.

Businesses and focus on to deliver better Profit is the

corporations customers’ needs products or ultimate
seeking INNOVATION and desires services. goal.
Governments and focus on citizens’ to deliver better Social welfare

NGOs seeking needs and [public] services. is the ultimate
INNOVATION desires goal.
Organizations focus on to deliver better Competitiveness

(for- and not-for- stakeholders’ structures and and efficiency are
profit) seeking INNOVATION needs and desires processes. the ultimate goals.

Customers’ needs
and desires
Citizens’
INNOVATION needs and desires
Stakeholders’
needs and desires

Customers’ needs
and desires
Citizens’
Stakeholders’
needs and desires

Customers’ needs
and desires
Ci?zens’
Stakeholders’
needs and desires

ILL-DEFINED
INNOVATION PROBLEMS

WICKED
INNOVATION PROBLEMS

10 min break to stretch, get some

drink/food, relax, etc.

10 min break!

So, what is a wicked problem?

WICKED PROBLEMS
”(…) refer to that class of social system problems

which are ill-formulated, where the information is
confusing, where there are many clients and decision
makers with conflicting values, and where the
ramifications in the whole system are thoroughly
confusing.”
(Churchman, 1967)
Churchman, C. W. (1967). Wicked Problems. Management Science, 14(4), 7.

WICKED PROBLEMS
According to RiYel and Webber (1973), wicked problems

have ten properês:
Rittel, H., & Webber, M. (1973). Dilemmas in a General Theory of Planning. Policy Sciences, 4(2), 155–169.
https://medium.com/age-of-awareness/facing-complexity-wicked-design-problems-ee8c71618966





WICKED PROBLEMS
Examples
Poverty
Natural hazards
Climate change
Waste
Public healthcare
Knowledge management
Business strategy
Education

WICKED PROBLEMS
Example
POVERTY

WICKED PROBLEMS
Interconnections
Education Nutriôn
POVERTY
Economy

WICKED PROBLEMS
InterconnecMons
Education Nutrition
POVERTY
Economy

How to solve a wicked problem?


OR ?

How do you tackle wicked problems

and innovate?

A possible approach…

CREATIVE PROBLEM SOLVING

Designers’ approach
h`ps://medium.com/interacaon-service-design-concepts-principles/the-wicked-problem-could-we-solve-it-e5325e44f1bf

You are studying about creative

problem solving in the CREATIVE
METHODOLOGY course…

So, let’s briefly remind some key

concepts.

CREATIVE PROBLEM SOLVING (CPS)

Definition
“(…) a proven method for approaching a problem or a challenge
in an imaginaBve and innovaBve way.
It helps people re-define the problems and opportuniês they
face, come up with new, innova^ve responses and soluôns, and
then take acôn. The tools and techniques used make the process
fun, engaging, and collabora^ve.”
(Creacve Problem Solving Resource Guide, n.d.)
https://www.creativeeducationfoundation.org/wp-content/uploads/2015/06/CPS-Guide-6-3-web.pdf

CREATIVE PROBLEM SOLVING (CPS)

Definition
• “CREATIVE: elements of newness, innovation, and novelty.
• PROBLEM: any situation that presents a challenge, offers an
opportunity, or represents a troubling concern.
• SOLVING: devising ways to answer, to meet, or to satisfy a
situation by changing self or situation.”
(Noller, 1978)
Creative Problem Solving Resource Guide https://www.creativeeducationfoundation.org/wp-content/uploads/2015/06/CPS-Guide-6-3-web.pdf


Core principles
• “Divergent and convergent thinking must be balanced.
• Ask problems as quesôns.
• Defer or suspend judgment.
• Focus on ‘Yes, and ...’ rather than ‘No, but.’ “
(Creacve Problem Solving Resource Guide, n.d.)
https://www.creativeeducationfoundation.org/wp-content/uploads/2015/06/CPS-Guide-6-3-web.pdf


Process
Osborn-Parnes model:
Buijs, J.A., & van der Meer, H. (2009). Towards a More Realistic Creative Problem Solving Approach. Wiley-Blackwell: Creativity & Innovation Management.


Process
Mumford et al. model:
Mumford, M. D., & McIntosh, T. (2017). Creative thinking processes: The past and the future. The Journal of Creative Behavior, 51(4), 317–322.

And how about Human-Centered

Design (HCD)?

HUMAN-CENTERED DESIGN
Definition
“Human-centered design is a creative approach to problem solving.”
(IDEO, n.d.)
https://designthinking.ideo.com/faq/whats-the-difference-between-human-centered-design-and-design-thinking

DefiniMon
“It’s a process that starts with the people you’re designing with and ends
with new solutions that are purpose-built to suit their needs.
Human-centered design is about cultivating deep empathy with the people
you’re designing with; generating ideas; building a bunch of prototypes;
sharing what you’ve made together; and eventually, putting your innovative
new solution out in the world.”
(IDEO, n.d.)

Definition
“By [embedding human-centered design] innovation is powered by a thorough
understanding, through direct observation, of what people want and need in
their lives and what they like or dislike about the way particular products are
made, packaged, marketed, sold, and supported.”
(Brown, 2008)
Brown, Tim. 2008. 'Design Thinking'. Harvard Business Review, 2008.

DefiniMon
(IDEO, n.d.)

Definition
(IDEO, n.d.)

DefiniMon
(IDEO, n.d.)

Principles
https://www.interaction-design.org/literature/topics/human-centered-design

Principles
Be people-centered (Norman, 2019)
“Focus on the people”
https://jnd.org/the-four-fundamental-principles-ofhuman-centered-design/

Principles
Understand and address the core problems (Norman, 2019)
“Solve the core, root issues, not just the problem as presented (which is often
the symptom, not the cause)”

Principles
Use an activity-centered systems approach (Norman, 2019)
“Take a systems point of view, realizing that most complications result from
the interdependencies of the multiple parts.”

Principles
Use rapid iterations of prototyping and testing (Norman, 2019)
“Continually test and refine the proposed designs to ensure they truly meet
the needs of the concerns of the people for whom they are intended.”

IDEO’s approach
What is Human Centered Design? | IDEO video (2 min)
h`ps://vimeo.com/106505300

IDEO’s process
IDEO. (2015). The Field Guide to Human-Centered Design (p. 192). http://www.designkit.org/resources/1

IDEO’s process
INSPIRATION IDEATION IMPLEMENTATION
IDEO. (2015). The Field Guide to Human-Centered Design (p. 192). http://www.designkit.org/resources/1

We will come back to the IDEO’s HCD

process soon.
Now, let’s talk about IDEO.

IDEO
• A global design and innovation company

founded in 1978.
• Widely known for its human-centered,
interdisciplinary approach.
• Tim Brown and David Kelley, the early
leaders in the practice of design thinking. Tim Brown David Kelley
https://www.ideo.com/about/ideo-at-a-glance

IDEO
Innovation approach
ABC Nightline [TV show]
The shopping cart challenge
(1999)
Key moments (~9 min)
h`ps://www.youtube.com/watch?v=M66ZU2PCIcM

IDEO
Innovation approach
(2009)
(2004)
https://www.ideo.com/post/the-power-of-design-in-businessweek
Brown, T. (2009). Change by Design: How design thinking transforms organizations and inspires innovation. Harvard Business Press.

IDEO
Design thinking
Design thinking is
presented as an
innovation approach in
the Harvard Business
Review (2008).
Brown, T. (2008). Design Thinking. Harvard Business Review, 86(6), 84–92.

IDEO
Design thinking
“Thinking like a designer

can transform the way
you develop products,
services, process — and
even strategy.”
(Brown, 2008)
Brown, T. (2008). Design Thinking. Harvard Business Review, 86(6), 84–92.

IDEO
Design thinking origins
“IDEO is often credited with inventing the term “design thinking” and its
practice.
In fact, design thinking has deep roots in a global conversation that has been
unfolding for decades.”
(IDEO, n.d.)
https://designthinking.ideo.com/

IDEO
Design-driven innovation
practices have been developed at
Stanford University since 1957.
Auernhammer, J., & Roth, B. (2021). The origin and evolution of Stanford
University’s design thinking: From product design to design thinking in innovation
management. Journal of Product Innovation Management, 38(6), 623–644.
https://doi.org/10.1111/jpim.12594

IDEO
“At IDEO, we’ve been practicing human-centered design since our beginning
in 1978, and took up the phrase “DESIGN THINKING” to describe the
elements of the practice we found most learnable and teachable—empathy,
optimism, iteration, creative confidence, experimentation, and an embrace of
ambiguity and failure.”
(IDEO, n.d.)
https://designthinking.ideo.com/

IDEO
Brief history
Tim Brown
(2005)
David Kelley
Now let’s focus on design thinking!

DESIGN THINKING
Fundamentals
• Design thinking definition

• Design thinking models
• Design thinking attributes

So, what is design thinking?

Actually, there are various types of

design thinking.

And this is a bit confusing!

I believe you are…

That’s all for today!
But let me explain your first

assignment!

Next class, the hands-on practice on

design thinking starts.

From now on, we will focus on the

pre-boot camp. [Assignment 1A]

PRE-BOOT CAMP
Identifying inconveniences in daily life
“Identifying inconveniences in daily

life: a problem finding prompt to
foster non-designers’ engagement
in design thinking training”
Article published in the DTRS13
conference proceedings, 2022

PRE-BOOT CAMP
“Design thinking: a customized

blueprint to train R & D personnel in
creative problem-solving.”
Article published in the Thinking
Skills and Creativity Journal, 2023.

PRE-BOOT CAMP
Iden1fying inconveniences in daily life
Activity PRE-BOOT CAMP assignment
Empathetic observation (1A) Inconvenience identification (1C) Customer research
Team formation (1B) Sharing and connection

PRE-BOOT CAMP
Fieldwork by March 4th

PRE-BOOT CAMP
Fieldwork by
March 11th

NEXT CLASS ASSIGNMENT

Assignment 1A: Inconvenience identification
I. Select a person Choose a family member, friend, colleague, etc.

[user/customer]
II. Select a circumstance Choose one of the following contexts
A. Home
B. Work
C. University
D. City/country


CONTEXT EXAMPLE
A. Home Any situation frequently experienced in daily life: Cleaning, cooking, childcare
& education, storage & organization, sleeping, relaxation & hobby, etc.
B. Work Any situation frequently experienced in office life but excluding particular
company issues: Business meetings, internal communication, work
environment, using corporate systems, etc.
C. University Any situation frequently experienced as a student: Class enrollment, using
VLU online services [portal], issuing a certificate, visiting the library, etc.
D. City/country Any situation frequently experienced as a citizen: Grocery shopping, using
public transportation, visiting a hospital, issuing an official document, paying
taxes, etc.


III. Field observation Discover inconveniences the person encounters in daily life and
select one
IV. Prepare a problem Briefly describe the inconvenience following this format for a
statement statement
1. Who?
2. What situation?
3. What action?
4. Inconvenience experienced:
5. Negative emotion:


STATEMENT EXAMPLE 1
(HOME CONTEXT)
1. Who? A young man living alone
2. What situation? decides to rearrange the gaming desk in his bedroom.
3. What action? When he tries to put the furniture in a convenient area,
4. Inconvenience a power outlet gets in the way, and he has no choice but to keep the
experienced: current layout.
5. Negative emotion: Since the original plan failed, he has to live under stress.


STATEMENT EXAMPLE 2
(WORK CONTEXT)
1. Who? My co-worker,
2. What situation? during a business trip,
3. What action? wanted to share project files and get quick feedback from our team.
4. Inconvenience But sending them via corporate systems was complicated for security
experienced: reasons.
5. Negative emotion: He got frustrated and decided to share the report when returning to the
company.


STATEMENT EXAMPLE 3
(UNIVERSITY CONTEXT)
1. Who? A senior student in the Engineering major
2. What situation? needs an academic certificate to apply for an internship online.
3. What action? She issues the document via the Academic Portal.
4. Inconvenience However, she is also expected to print a hard copy of the certificate and
experienced: visit the Academic Affairs Office to get a stamp.
5. Negative emotion: The lack of an official digital version of the document annoys her.


STATEMENT EXAMPLE 4
(CITY/URBAN CONTEXT)
1. Who? My husband.
2. What situation? In a mall’s parking lot.
3. What action? After parking the car, he has to take notes or memorize the floor and
zone.
4. Inconvenience But he always forgets to do so and, later, he spends a lot of time trying
experienced: to find the car.
5. Negative emotion: He is often in a bad mood after shopping.


STATEMENT EXAMPLE FROM LAST YEAR COURSE
(UNIVERSITY CONTEXT)
1. Who? A male VLU student.
2. What situation? He looks at the clock, and now it is 3:30 PM. He has a class at 5 PM.
3. What action? He is considering whether he should go to school now or later. (It takes
him an hour to get to school).
4. Inconvenience YES: depart right now because the elevator and the parking lot are
experienced: always crowded during these hours. NO, depart later because he will
waste time waiting for class to start.
5. Negative emotion: He’s confused.


V. Share your findings Upload your problem statement* to MS Teams
*Follow the template provided in advance

[MS Teams > Assignments folder > Assignment 1A]

IMPORTANT!
• Please share your problem statement at MS
Teams (Assignment 1A) by 11:59 PM on March
4th.
• Although you can prepare various problem
statements, upload only 1 (one) at MS Teams.
Thank you for joining the design

thinking journey!

Have a great evening!

Please, take a good rest
and see you next Tuesday,
March 5th!

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VANLANG UNIVERSITY . Faculty of Art and Design | MASTER TRAINING PROGRAM .

Application Art Industry

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

Ho Chi Min, Vietnam

© Renato Antonio Bertao 2024

Vietnam, Hanoi, July 2018

© Renato Antonio Bertao 2024

Renato Antonio Bertão

© Renato Antonio Bertao 2024

Renato Antonio Bertão

© Renato Antonio Bertao 2024

Renato Antonio Bertão

© Renato Antonio Bertao 2024

Now it is your turn!

© Renato Antonio Bertao 2024

You have 2 min to…

© Renato Antonio Bertao 2024

You have 3 min to…

© Renato Antonio Bertao 2024

Your colleague has 3 min to…

Each of you has 30 seconds to…

© Renato Antonio Bertao 2024

[Estimated time: 15 min]

© Renato Antonio Bertao 2024

Nice to meet you all!

© Renato Antonio Bertao 2024

Before starting, a few important

© Renato Antonio Bertao 2024

If there is any internet connection

© Renato Antonio Bertao 2024

Also, I will be in close contact with

© Renato Antonio Bertao 2024

I will try to speak English slowly.

© Renato Antonio Bertao 2024

How will the translation work?

© Renato Antonio Bertao 2024

If you cannot understand my English,

© Renato Antonio Bertao 2024

And now, the Design Thinking journey

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

What will you study and learn?

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

• Design thinking for non-designers;

© Renato Antonio Bertao 2024

What does your learning journey look

© Renato Antonio Bertao 2024

This is a tentative schedule for February 19th.

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

How about the learning process

© Renato Antonio Bertao 2024

Individual and team evaluation will

© Renato Antonio Bertao 2024

Assignment [Midterm exam] Class Points

© Renato Antonio Bertao 2024

© Renato Antonio Bertao 2024

And how about the course