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Design thinking is fundamentally conservative and preserves the status quo

Design thinking is fundamentally conservative and preserves the status quo

Research Report

Table of Contents

Article 1. 3

Article 2. 5

References. 9





Article 1

Iskander, Natasha. "Design thinking is fundamentally conservative and preserves the status quo." Harvard Business Review 5 (2018).

According to article, it is evident fact to state that the bloom is off the rose when it comes to the design thinking. Dedicated as a set of tools for innovation, design thinking has been determined by organizations and volunteers to come up with ground-breaking solutions to multifaceted difficulties.  However, skepticism about design thinking has often started to spread through the pages of educational publications and business magazines. Here are some of the criticisms: Design thinking is poorly defined; Those who use it rely on anecdotes rather than information; Just basic practice for multiple suggestions, configured and then marketing. As some ideas from this design have entered the policy world and social change efforts have been re-cast as the social innovations, concerns about such approaches have also begun to emerge in public policy. But most critics don’t think about the basics of design thinking. It's basically a strategy to maintain and maintain stability - and it's an old strategy. Apparently, the design is made up of top designers who have served and performed a partnership of limitations in design activities. Creating boundaries marked by truly innovative ideas and the uncertainty of challenges - such as climate change - makes it more difficult to create a specific recipe for disaster than where we have worked (Liedtka, 2015).

Resolves the issue of design thinking and a logical approach to testing as a powerful transition, especially in the case of design for social work. He changed the problem-solving skills in the days when problems became a chaotic practice, confined to those who were aware of themselves in a particular way. Actually, solving problems is always messy as well as most of the solutions are outlined by the political agenda and resource constraints. Winning solutions don’t have to be the best - usually strong or at least majority. Also, design thinking and rational experimentation both give a shelter for this political calculus. He creates a process that severely informed by economic and social structures appear technically or aesthetically.

In other words, there has been a push to solve problems and create more open and democratic designs. Moreover, experimentation with participatory policy design from participatory budgeting to public consultation on policy extending from zoning ordinance to the bureaucratic reform - has long been associated with more limited practice policy design. Also, social innovators and designers have required feedback from their target audience and even seen users collect hand-crafted creative ideas. However, in this more open process, the policy-maker and designer finally decides on the preferences and ideas are comprised in the solution.

One of the differences between design thinking and the solution of logical experiments is the name of the antecedent and ambiguity of creative design solutions. Likewise, it is a good thing. However, restoring the role of the designer, he is the ship where all the basic insights transformed into the final design should pass. He is an instrument that transforms indomitable ambiguity into a clear solution of elegance. Since the input he brings to the design process is incomprehensible, he is at least somewhat relieved to explain and argue questions for his design choices. Along with that, the problem with privileging roles of the designer or even the smallest circle of the designer, especially the problem leads to the possibility of inventing it. The value of ambiguity comes from a lot of money when the problem is not solved and from the opportunity to connect with each other which creates conflict. Design thinkers celebrate these connections, especially those who see their disturbing arguments, including very different perspectives, branches and sections, as their creative core (Carlgren et al. 2016).

When designers act as gatekeepers for the money involved in the design process, the possibility of connections is important not only to the designer, but also to the imaginary relationship. If the burden of board design implies the user and the community looks great, we need to read any information about the design of the intervention - such as water pumping designed to reflect because it is a distribution system for mosquitoes and innovative because the net usually stores shoes to prevent access and spread them. Gives poor marketing as a hole for the rich to name just a few.

The political dimension of design thinking is problematic in its own right, but this approach is inappropriate for areas that are changing rapidly or with a lot of uncertainty, as it opens up new ambiguities and avenues of choice once the design space is exhausted. Climate change is one of those areas. Further, the natural setting is altering at an alarming rate, in a way that has never happened before in human history, and with every new scientific discovery, this is clear that we are underestimating the complexity of the system at play and moving to the horizon could mean the consequences. Thoughtful design, however, persisted in overcoming these challenges, offering solutions and sticking to strict formulas. Moreover, design thinking has permitted us to celebrate conservative solutions as advanced innovation and do business as usual. These reflect the design process that the designer has designed and the design where it will come down and the many boards where people can come and explain the meaning of changing the situation, the challenges and the meaning of the long-given relationship. The process of interpretation is predictable, sometimes causing discomfort in terms of forms and start-ups, not being able to draw and often appearing in the background. But obviously this huge confusion is clear: they support being lost due to an accident or flying together and the mount simply doesn’t lay the groundwork for a better solution. Also, they allow complete thought on what is considered a solution.

In the second, the author refers to this evidence as “interpretive engagement” and it comes as an explanatory and broadly collaborative process, where participants consider themselves and others, as well as their understanding of world change. It presents an unintentional process and the promise of a clean ending, an objective that is not always clearly defined and defines new ways to change a clear and unambiguous image. Explicit work is not always fun, and the politics that lag behind design choices among participants is often challenging. However, the busyness of this kind of interpretation provides the possibility of radical innovation, it not only adopts creative solutions, but also because of open and acceptable solutions for additional continuity. In addition, this sincerity covers and extends interpretive engagement as its welcome individuals often affected by any solutions into the current interpretive design process as well as invite them to amend the solutions to well meet their requirement at any assumed moment (Yeager et al. 2016).

The open, continuously transformative and transformed solution reinforced by interpretive engagement, illustrates a break with the traditional theoretical approach to problem solving - whether it is a logical-experimental or design-thinking approach. He has allowed us to embrace change instead of fighting. For organizations, social innovators and political actors, suggestions for implementing inclusive processes of engagement, information engagement so that no open solution to maintain and encourage partnership in design can be ineffective or pervasive. However, it may be faster than expected, with nothing like the expensive ones made from well-designed design steps still unknown to us.

Article 2

Liedtka, Jeanne. "Why design thinking works." Harvard Business Review 96, no. 5 (2018): 72-79.

According to the above article, design thinking has gained a lot of attention in the business press, and as the novel describes it as a way to solve problems, entrepreneurs often face significant challenges in encouraging creative thinking and achieving innovation and growth. The relationship of academic literature with adoption or the psychology of human cognitive processes has received a lot of attention from business scholars. In this paper we evaluate “design thinking” as a concept by examining the concepts, qualities, and tools of the various processes of conversion and validity to increase the likelihood of examining theoretical concepts and validity of concerns in order to gain rigorous experience of concepts. Next, we try to lay a foundation in the literature on human decision making, reflecting research in various fields, especially on cognitive bias in decision making (Geissdoerfer et al. 2016).

In short, in writing design theory for more than sixty years, strong changes emerged about the features of the design process: problems as well as solutions - centered, unpredictable, and of particular and concrete interest. It relies on abducting and challenging the cycle through various experiments that repeatedly examine different solutions that enable the tension to become significant between the possibilities and the limitations, and the maximum uncertainty and ambiguity in the context.

The difference is the key concept and driver of ownership decisions in each method. Business thinking is predicated on speculation about economic rationality and its purpose. The driver's decision is reasonable. Thought design should be the core of your personal experience. The truth is that for designers it continues socially. The decisions of the world seem to be driven by reason rather than judgment; Aspiration is a stronger motivation than a goal. In short, although the terms of use vary, significant changes exist in the core meaning of design thinking in the context of management as well as when they can be used. Based on the synthesis of the literature studied here for our purposes, we will use design as a starting point as a methodological approach to problem solving, especially in the case of problem classes where problem-solving is more technically centered or process-centered and another of uncertainty. It is characterized by a combination of speculative-driven, productive and analytical thinking and with an emphasis on experimental research on deep need, collaborative work, decision-making, repetition and practice (Roberts et al. 2016).

After evaluating the coherence of concepts, we now return to the variant validity test and ask whether there is a given method of supply using individual design thinking method, so it is not surprising that design thinking elements are found in many places in literature and management practice. The latter process can be combined with marketing literature aimed at creating more novels and valuable ideas; Consumer research can at least understand the needs of consumers.

But when the elements of individual design thinking are combined as a final measure to solve the problem, a case can be made that the design thinking can occur individually. The concept provides an integrated framework that integrates creative and analytical methods of thinking, including the process and set of tools and strategies. Like TQM, it has different practices and processes and has a share of results. These include the belief that solving the problem, not just solving it, will add value to more innovative solutions and predictions; The process of discovery at an early stage that addresses the user's emotions as well as their needs and objections and translates them into design criteria for creating new ideas that reduce the risk of innovation failure; And users ’unmet needs and aspirations can be expressed through ethnographic research using small but profound examples. Thus, the results will be enhanced if the research is done to inspire better assumptions than just tests. There is also the idea that experimentation as a way of making decisions in an uncertain environment will be more than just analysis and will reduce the risk of learning and repeating assumptions and increase the success rate in the innovation process. Finally, there is a firm but solid adherence to prototypes that, when used in conjunction with small market trials, help the visualization process to increase feedback from potential customers (Shapira et al. 2017).

So far, we have tried to evaluate which design thinking can be learned truthfully and sensitively as a management concept. The answer to this question is yes, now that we are established, we are constantly thinking about how we can be tested. Understanding design thinking as a practice of broad scientific terms is beyond the discussion of the validity of design thinking as a method of problem solving. The foundations and beliefs described here can be seen as the structure of practice, along with the design tools and processes (Brenner et al., 2016).

The relationship between concept design as a way to explore positive effects and solve problems will be different The relationship between positive impact is well known in relationship decision making, and in many studies positive relationship between impact and creativity, ability to process data from different sources and create integrated solutions, increase cognitive flexibility , Managing complexity and finding a way to expand the field of decision-makers. Indeed, it is argued that everything about positive emotions is “broad and evolving” - as opposed to negative emotions in the long run to facilitate growth and development, enabling them to live more creatively and instinctively. As teachers and facilitators, we first observed that the thought process of design often has a higher positive impact, although we do not have a clear idea about it. We assume that most of these claim that the method is ethnographic, collaborative, and fun - because the study has all the features proposed to increase its impact.

In other words, the argument for the third area of ??consideration defines human disability as an information processor that relies on great work of study and research over more than fifty years. The two activities produce assumptions and tests, people form their own attitudes toward others, limit the options considered, limit the synthesis data, and generally work out a method to solve these problems. Here again many designs and design processes can help you recover from these errors. Moreover, design thinking is more relevant to initiatives such as total quality management, including the quality of content that provides a set of skills that can be easily taught to managers and students through process and collaborative tools and strategies. As such, the things we have managed to do have proven to be extremely effective. For example, it has become a clear topic of business practice and deserves the attention of scholars as a management (Koh et al. 2015).




Brenner, W., Uebernickel, F. and Abrell, T., 2016. Design thinking as mindset, process, and toolbox. In Design thinking for innovation (pp. 3-21). Springer, Cham.

Carlgren, L., Rauth, I. and Elmquist, M., 2016. Framing design thinking: The concept in idea and enactment. Creativity and Innovation Management25(1), pp.38-57.

Geissdoerfer, M., Bocken, N.M. and Hultink, E.J., 2016. Design thinking to enhance the sustainable business modelling process–A workshop based on a value mapping process. Journal of Cleaner Production135, pp.1218-1232.

Koh, J.H.L., Chai, C.S., Wong, B. and Hong, H.Y., 2015. Design thinking and education. In Design thinking for education (pp. 1-15). Springer, Singapore.

Liedtka, J., 2015. Perspective: Linking design thinking with innovation outcomes through cognitive bias reduction. Journal of product innovation management32(6), pp.925-938.

Roberts, J.P., Fisher, T.R., Trowbridge, M.J. and Bent, C., 2016, March. A design thinking framework for healthcare management and innovation. In Healthcare (Vol. 4, No. 1, pp. 11-14). Elsevier.

Shapira, H., Ketchie, A. and Nehe, M., 2017. The integration of design thinking and strategic sustainable development. Journal of Cleaner Production140, pp.277-287.

Yeager, D.S., Romero, C., Paunesku, D., Hulleman, C.S., Schneider, B., Hinojosa, C., Lee, H.Y., O'Brien, J., Flint, K., Roberts, A. and Trott, J., 2016. Using design thinking to improve psychological interventions: The case of the growth mindset during the transition to high school. Journal of educational psychology108(3), p.374.





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