韓志翔Han, Zhi-xiang黃淑麗Huang, Shu-Li2019-09-062019-01-252019-09-062019http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G0005594126%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/108890木工是一個古老的行業，在一般人的觀念裡，木工與現代化管理似乎沒有牽扯。但當傳統的木工匠師，轉化為「木工創客」，被精心傳承下來的木工技藝也開始重視設計創意。也因此，設計思考、體驗經濟等專業管理法則之運用，勢必帶來影響。 台灣的傳統木工技藝是否已跟上這股創客風潮？不管是與否？這都是值得臺灣傳統工藝與設計界，重新探索與省思的一個方向。 全世界頂尖的設計公司IDEO創辦人David Kelley，帶領史丹福大學設計學院，發展出的一套以「人」為核心，在需求性(Desirability)、存續性(Viability)、可行性(Feasibility)三個準則下，找出激發創新思維的課程「設計思考(Design Thinking)」成了跨時代設計創意產業的經營寶典。 懷德居紮根木工教育十二年，其特有的代間學習制度已培養出近千名不同世代的學員，其中不乏對組織有高度使命感的學員，他們也樂意挺身以「志工」身份，服務第二代學校「木師基地」。以懷德居非營利組織之屬性，這是不容忽視的無形資產。如何善用其代間學員跨界整合的實力，共同投效於未來的經營，是懷德居第二代學校「木師基地」面臨的創新經營模式。 在推出第二代學校「木師基地」前夕，本研究嘗試以設計思考(Design Thinking)作業流程，為「木師基地」重新定位「木工創客的自造平台」，建構一套新的經營模式。期使新模式導入，能將該校獨樹一格的「研究、教學、推廣」三合院制辦學理念，在代間學員推波助瀾下，做最佳的營運組合。同時，也成為這個品牌永續經營之續航力後盾。 本研究之限制在於，個案尚未真正展開營運，有關研究之訪談、調查資料祗能根據既有的第一代學校，位於林口深山之「懷德居木工實驗學校」做為第一手資料來源。未來木師基地實際展開營運，在導入運用上，勢必有所落差。故需要以「做中學」之精神，做必要的調整修正。期能找出最適之「木師基地」經營模式，完成該組織之使命願景。 關鍵字: 代間學習、創客、顧客旅程地圖、同理心地圖、設計思考(Design Thinking )、商業模式畫布Woodwork is an aged occupation - to the casual observer, there seems to be little to link woodworking to contemporary management. However, when traditional craftsmen become “Woodworking Makers”, as traditional woodcraft begins to focus anew on design creativity, it is sure to influence the ideas of Design Thinking and the Experience Economy. Has Taiwan’s traditional woodwork craftsmanship caught up to this Maker phenomenon? Whether yes or no, it is a concept worth exploring by Taiwan’s traditional crafting and design industries. David Kelley, founder of the world renowned design firm IDEO, led the Stanford Design School to develop a “human-centered” design philosophy based on three principle of Desirability, Viability, Feasiblity. As this functional needs to inspire innovative thinking – turning “Design Thinking” into a bible for creative industries. HDG has firmly rooted itself in educating woodwork crafting for twelve years, having trained close to a thousand students across generations through its unique intergenerational learning methodology. Amongst them, there’re students highly dedicated towards the organization, willing to act as volunteers in service of the school’s next iteration: the Woodworking Complex ,HDG. With HDG being an NPO, the value of this intangible asset cannot be overlooked. The second generation Woodworking Complex, HDG will need an innovative operating model that leverages these intergenerational students’ cross-industry expertise in its operations. As HDG is about to begin its next generational transformation into a “Woodworking Complex”, this paper attempts to apply the processes of Design Thinking to develop a new operating model for this Woodworking Complex that is redefining itself as a “Woodworking Makers’ Platform”. This new model seeks to combine the school’s unique founding principles of “ Research, Education, Promote” into an optimal operating configuration - with the intergenerational students’ help – and also lay the foundations for the sustainable operation of the organization. The limiting factor for this paper is that due to the target study is not yet fully operational, the relevant interviews and research data could only be based on the existing first-generation facility – the Woodworking Experimental School HDG situated in the mountains of Linkou. After the Woodworking Complex officially begins operation, there’re bound to be differences in the strategy outlined here when compared to the actual implementation. The aim is to learn through experimentation, then make adjustments as needed in order to determine the optimal operating model for the Woodworking Complex, and develop the capability for sustainable operations. Keywords : Intergenerational Learning, Maker, Customer Journey Mapping, Empathy Map, Design Thinking, Business Model Canvas.代間學習創客顧客旅程地圖同理心地圖設計思考商業模式畫布Intergenerational LearningMakerCustomer Journey MappingEmpathy MapDesign ThinkingBusiness Model Canvas