工业产品设计外文翻译参考文献.docx
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工业产品设计外文翻译参考文献.docx
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工业产品设计外文翻译参考文献
工业产品设计外文翻译参考文献
(文档含中英文对照即英文原文和中文翻译)
DesignWithoutDesigners
Iwillalwaysremembermyfirstintroductiontothepowerofgoodproductdesign.IwasnewlyarrivedatApple,stilllearningthewaysofbusiness,whenIwasvisitedbyamemberofApple'sIndustrialDesignteam.Heshowedmeafoammockupofaproposedproduct."Wow,"Isaid,"Iwantone!
Whatisit?
"
Thatexperiencebroughthomethepowerofdesign:
IwasexcitedandenthusiasticevenbeforeIknewwhatitwas.Thistypeofvisceral"wow"responserequirescreativedesigners.Itissubjective,personal.Uhoh,thisisnotwhatengineersliketohear.Ifyoucan'tputanumbertoit,it'snotimportant.Asaresult,thereisatrendtoeliminatedesigners.Whoneedsthemwhenwecansimplytestourwaytosuccess?
Theexcitementofpowerful,captivatingdesignisdefinedasirrelevant.Worse,thenatureofdesignisindanger.
Don'tbelieveme?
ConsiderGoogle.Inawell-publicizedmove,aseniordesigneratGooglerecentlyquit,statingthatGooglehadnointerestinorunderstandingofdesign.Google,itseems,reliesprimarilyupontestresults,nothumanskillorjudgment.Wanttoknowwhetheradesigniseffective?
Tryitout.Googlecanquicklysubmitsamplestomillionsofpeopleinwell-controlledtrials,pittingonedesignagainstanother,selectingthewinnerbaseduponnumberofclicks,orsales,orwhateverobjectivemeasuretheywish.Whichcolorofblueisbest?
Test.Itemplacement?
Test.Webpagelayout?
Test.
ThisprocedureishardlyuniquetoGoogle.Ahaslongfollowedthispractice.YearsagoIwasproudlyinformedthattheynolongerhavedebatesaboutwhichdesignisbest:
theysimplytestthemandusethedatatodecide.Andthis,ofcourse,istheapproachusedbythehuman-centerediterativedesignapproach:
prototype,test,revise.
Isthisthefutureofdesign?
Certainlytherearemanywhobelieveso.Thisisahottopiconthetalkandseminarcircuit.Afterall,theproponentsaskreasonably,whocouldobjecttomakingdecisionsbasedupondata?
TwoTypesofInnovation:
IncrementalImprovementsandNewConcepts
Indesign—andalmostallinnovation,forthatmatter—thereareatleasttwodistinctforms.Oneisincrementalimprovement.Inthemanufacturingofproducts,companiesassumethatunitcostswillcontinuallydecreasethroughcontinual,incrementalimprovements.Asteadychainofincrementalinnovationenhancesoperations,thesourcingofpartsandsupply-chainmanagement.Theproductdesigniscontinuallytinkeredwith,adjustingtheinterface,addingnewfeatures,changingsmallthingshereandthere.Newproductsareannouncedyearlythataresimplysmallmodificationstotheexistingplatformbyadifferentconstellationoffeatures.Sometimesfeaturesareremovedtoenableanew,low-costline.Sometimesfeaturesareenhancedoradded.Inincrementalimprovement,thebasicplatformisunchanged.Incrementaldesignandinnovationislessglamorousthanthedevelopmentofnewconceptsandideas,butitisbothfarmorefrequentandfarmoreimportant.Mostoftheseinnovationsaresmall,butmostarequitesuccessful.Thisiswhatcompaniescall"theircashcow":
aproductlinethatrequiresverylittlenewdevelopmentcostwhilebeingprofitableyearafteryear.
Thesecondformofdesigniswhatisgenerallytaughtindesign,engineeringandMBAcourseson"breakthroughproductinnovation."Hereiswherenewconceptsgetinvented,newproductsdefined,andnewbusinessesformed.Thisisthefunpartofinnovation.Asaresult,itisthearenathatmostdesignersandinventorswishtoinhabit.Buttherisksaregreat:
mostnewinnovationsfail.Successfulinnovationscantakedecadestobecomeaccepted.Asaresult,thepeoplewhocreatetheinnovationarenotnecessarilythepeoplewhoprofitfromit.
InmyAppleexample,thedesignersweredevisinganewconception.InthecaseofGoogleandAmazon,thecompaniesarepracticingincrementalenhancement.Theyaretwodifferentactivities.NotethattheAppleproduct,likemostnewinnovations,failed.Why?
Ireturntothisexamplelater.
Bothformsofinnovationarenecessary.Thefightoverdata-drivendesignismisleadinginthatitusesthepowerofonemethodtodenytheimportanceofthesecond.Data-drivendesignthroughtestingisindeedeffectiveatimprovingexistingproducts.Butwheredidtheideafortheproductcomefrominthefirstplace?
Fromsomeone'screativemind.Testingiseffectiveatenhancinganidea,butcreativedesignersandinventorsarerequiredtocomeupwiththeidea.
WhyTestingIsBothEssentialandIncomplete
Data-drivendesignis"hill-climbing,"awell-knownalgorithmforoptimization.Imaginestandinginthedarkinanunknown,hillyterrain.Howdoyougettothetopofthehillwhenyoucan'tsee?
Testtheimmediatesurroundingstodeterminewhichdirectiongoesupthemoststeeplyandtakeastepthatway.Repeatuntileverydirectionleadstoalowerlevel.
Butwhatiftheterrainhasmanyhills?
Howwouldyouknowwhetheryouareonthehighest?
Answer:
youcan'tknow.Thisiscalledthe"localmaximum"problem:
youcan'ttellifyouareonhighesthill(aglobalmaximum)orjustatthetopofasmallone.
Whenacomputerdoeshillclimbingonamathematicalspace,ittriestoavoidtheproblemoflocalmaximabyinitiatingclimbsfromnumerous,differentpartsofthespacebeingexplored,selectingthehighestoftheseparateattempts.Thisdoesn'tguaranteetheveryhighestpeak,butitcanavoidbeingstuckonalow-rankingone.Thisstrategyisseldomavailabletoadesigner:
itisdifficultenoughtocomeupwithasinglestartingpoint,letalonemultiple,differentones.So,refinementthroughtestingintheworldofdesignisusuallyonlycapableofreachingthelocalmaximum.Isthereafarbettersolution(thatis,isthereadifferenthillwhichyieldsfarsuperiorresults)?
Testingwillnevertellus.
Hereiswherecreativepeoplecomein.Breakthroughsoccurwhenapersonrestructurestheproblem,therebyrecognizingthatoneisexploringthewrongspace.Thisisthecreativesideofdesignandinvention.Incrementalenhancementswillnotgetusthere.
BarrierstoGreatInnovation
Dramaticnewinnovationhassomefundamentalcharacteristicsthatmakeitinappropriateforjudgmentthroughtesting.Peopleresistnovelty.Behaviortendstobeconservative.Newtechnologiesandnewmethodsofdoingthingsusuallytakedecadestobeaccepted-sometimesmultipledecades.Butthetestingmethodsallassumethatonecanmakeachange,tryitout,andimmediatelydetermineifitisbetterthanwhatiscurrentlyavailable.
Thereisnoknownwaytotellifaradicalnewideawilleventuallybesuccessful.Hereiswheregreatleadershipandcourageisrequired.Historytellsusofmanypeoplewhoperseveredforlongperiodsinthefaceofrepeatedrejectionbeforetheirideawasaccepted,oftentothepointthataftersuccess,peoplecouldnotimaginehowtheygotalongwithoutitbefore.Historyalsotellsusofmanypeoplewhoperseveredyetneverwereabletosucceed.Itispropertobeskepticalofradicalnewideas.
Intheearlyyearsofanidea,itmightnotbeacceptedbecausethetechnologyisn'tready,orbecausethereisalotmoreoptimizationstilltobedone,orbecausetheaudienceisn'tready.Orbecauseitisabadidea.Itisdifficulttodeterminewhichofthosereasonsdominates.Thetaskonlybecomeseasyinhindsight,longafteritbecomesestablished.
Theselongperiodsbetweenformationandinitialimplementationofanovelideaanditseventualdeterminationofsuccessorfailureinthemarketplaceiswhatdefeatsthosewhowishtouseevidenceasadecisioncriterionforfollowinganewdirection.Evenifasuperiorwayofdoingsomethinghasbeenfound,theautomatedtestprocesswillprobablyrejectit,notbecausetheideaisinferior,butbecauseitcannotwaitdecadesfortheanswer.Thosewholookonlyattestresultswillmissthelargepayoff.
Ofcoursetherearesoundbusinessreasonswhyignoringpotentiallysuperiorapproachesmightbeawisedecision.Afterall,iftheaudienceisnotreadyforthenewapproach,itwouldinitiallyfailinthemarketplace.Thatistrue,intheshortrun.Buttoprosperinthefuture,thebestapproachwouldbetodevelopandcommercializethenewideatogetmarketplaceexperience,tobegintheoptimizationprocess,andtodevelopthecustomerbase.Atthesametimeoneispreparingthecompanyforthedaywhenthemethodtakesoff.Sure,keepdoingtheold,butgetreadyforthenew.Ifthecompanyfailstorecognizethenewlyemergingmethod,itscompetitorswilltakeover.Quiteoftenthesecompetitorswillbeastartupthatexistingcompaniesignoredbecausewhattheyweredoingwasnotwellaccepted,andinanyeventdidnotappeartochallengetheexistingbusiness:
see"Theinnovator'sdilemma."
Gestural,multi-touchinterfacesforscreen-drivendevicesandcomputergamesaregoodexamples.Aretheseabrilliantnewinnovation?
Brilliant?
Yes.New?
Absolutelynot.Multi-touchdeviceswereinresearchlabsforalmostthreedecadesbeforethefirstsuccessfulmass-producedproducts.Isawgesturesdemonstratedovertwodecadesago.Newideastakeconsiderabletimetoreachsuccessinthemarketplace.Ifanideaiscommercializedtoosoon,theresultisusuallyfailure(andalargelossofmoney).
ThisispreciselywhattheAppledesignerofmyopeningparagraphhaddone.WhatIwasshownwasaportablecomputerdesignedforschoolchildrenwithaformfactorunlikeanythingIhadeverseenbefore.Itwaswonderful,andeventomynormallycriticaleye,itlookedlikeaperfectfitforthepurposeandaudience.Alas,theproductgotcaughtinapoliticalfightbetweenwarr
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