Pascal Le Masson is Professor of Design, Innovation and Management at Mines ParisTech. He is a professor of the Chair of Design Theory and Methods for Innovation and the head of the Engineering Design and Management Curricula. His work focuses on the management of innovative design capabilities. He is working with leading companies in innovation management (such as Renault, STmicroelectronics, Dassault Systèmes, Saab Aerospace, Schlumberger, Vallourec–Mannesmann and Areva), in partnerships with a number of leading universities, including Chalmers University of Technology, Aachen RWTH, Stanford University, Carnegie Mellon and Tel Aviv University.
Benoit Weil is Professor of Design and Management at the Centre for Management Science (CGS) at École des Mines, Paris.
Armand Hatchuel is Professor of Industrial Design and Management and Deputy Director of the Centre for Management Science (CGS) at École des Mines, Paris.
Exemplified by Apple and the success of its elegant products and cultivated by high-profile design firms such as IDEO, design thinking unlocks creative right-brain capabilities to solve a range of problems. This approach has become a necessary component of successful business practice, helping managers turn abstract concepts into everyday tools that grow business while minimizing risk.
Chapters written by internationally acclaimed researchers of design analyse the findings (guidelines, methods and tools), technologies/products and educational approaches that have been transferred as tools, technologies and people to transform industrial practice of engineering design, whilst the chapters that are written by industrial practitioners describe their experience of how various tools, technologies and training impacted design practice.
The main benefit of this book, for educators, researchers and practitioners in (engineering) design, will be access to a comprehensive coverage of case studies of successful transfer of outcomes of design research into practice; as well as guidelines and platforms for successful transfer of research into practice.
Human knowledge is collective, distributed across the population. It has built on itself for centuries, becoming vast and increasingly specialized. Most of us are ignorant about the fundamental principles of the civilization that supports us, happily utilizing the latest—or even the most basic—technology without having the slightest idea of why it works or how it came to be. If you had to go back to absolute basics, like some sort of postcataclysmic Robinson Crusoe, would you know how to re-create an internal combustion engine, put together a microscope, get metals out of rock, or even how to produce food for yourself?
Lewis Dartnell proposes that the key to preserving civilization in an apocalyptic scenario is to provide a quickstart guide, adapted to cataclysmic circumstances. The Knowledge describes many of the modern technologies we employ, but first it explains the fundamentals upon which they are built. Every piece of technology rests on an enormous support network of other technologies, all interlinked and mutually dependent. You can’t hope to build a radio, for example, without understanding how to acquire the raw materials it requires, as well as generate the electricity needed to run it. But Dartnell doesn’t just provide specific information for starting over; he also reveals the greatest invention of them all—the phenomenal knowledge-generating machine that is the scientific method itself.
The Knowledge is a brilliantly original guide to the fundamentals of science and how it built our modern world.