Phoenix MGT 411 Aspects of Design Thinking Paper

Definition of Design Thinking

Design thinking is a new approach to create breakthrough innovation and promote high-performance collaboration. It is quite different from analytical thinking and is a process for action. It is a method for discovering new opportunities and solving problems. While there are a variety of techniques and tools that can be used, the core process is somewhat universal.

Aspects of Design Thinking

It is generally understood that there are five key elements in design thinking: (1) defining the problem, (2) developing the options, (3) determining the direction, (4) selecting the best solution, and (5) executing. The steps have some degree of similarity to those in the scientific process. Each of these will be discussed in turn.

Defining the Problem

This first step, correctly defining the problem, while sounding simple is often the most difficult of design thinking. If the right problem is not defined, then of course the solution, if obtained, is for something else. Defining the problem is usually a team effort with a significant amount of participation by each team member.

Defining the problem usually involves observation—discerning what individuals actually do versus what they may say they do. It also involves cross-functional thinking trying to find the real issues involved. Any preconceived notions or judgments need to be abandoned so that the right problem can be defined in such a way that creative solutions can occur. If the problem is a sitting apparatus, the problem is not to design a chair but to design something to suspend a person from the floor.

Developing the Options

Once the problem is defined, the second element—developing the options—takes place. Care should be taken not to take the same approach as has been used in the past. Design thinking requires the creation of several solutions to the problem for consideration even when one solution seems obvious. For this to occur, multiple perspectives and team involvement are important. Multiple people involved develop a far richer range of solutions.

Determining the Direction

This third stage—determining the direction—requires that the most promising solutions are carefully nurtured. An environment in the organization needs to be created so that each solution can be allowed to develop and grow. This environment of experimentation and testing allows the best solution to emerge. Often during this stage, ideas are combined to form an even better solution.

Selecting the Best Solution

From the many solutions maturing from the previous stage, the best solution can be selected. Prototypes of this solution are created and tested. This vigorous testing helps to ensure that the final solution is the best possible one.

Executing

Once the optimal form of the solution to the problem is found, the solution needs to be implemented. This execution element may prove difficult particularly when significant change is involved. Design thinking involves the acceptance of change and risk, which is often not easily embraced both by individuals and organizations. Execution also involves implementing design thinking on a continual basis as it is a repeatable process that will result in creative solutions to problems defined.

Organizational Barriers

Even when the best methodology and techniques are employed, for design thinking to succeed, there is a need for organizational commitment. When first understanding design thinking, an organization should be prepared to fail at the beginning. Most people find it difficult to use their imaginations and react to distractions. In design thinking, failure is not necessarily bad as it can often lead to success. Design thinking focuses on and nurtures a number of alternatives until the best solution emerges. Some common organization issues develop the following barriers to the successful implementation of design thinking.

Lack of Management Commitment

This barrier is a significant one that occurs in organizations. Top-level management must openly endorse and practice design thinking. Without this, employees at lower levels of the organization will not embrace and practice it themselves. In many cases, there is resistance at some level in the organization. This permafrost or resistance to using design thinking needs to be unfrozen through training and education. In some cases, the only method of removal is eliminating or reassigning the source of the permafrost.

Lack of Performance Indicators

Another barrier to the successful use of design thinking is due to the lack of measureable indicators of success. The lack of a quantifiable framework to measure the output of design thinking makes it difficult for some organizations to accept and implement it as a problem solving methodology. In some organizations, it is important to begin design thinking by focusing on a small problem with a significant upside potential.

Resistance to Change

As with anything new, people and organizations are resistant to change even when they think it is a good thing. This is particularly the case when it causes discomfort and a change in behavior. The more radical the change in behavior that is required in an organization to adopt design thinking, the more the resistance to this change will occur. When this is the case, it is often easier to start the first design thinking process on a problem that is totally outside the usual domain. Once individuals become familiar with the technique, it can then be used to focus on solutions to problems in their usual domain. Three companies will be discussed that have overcome these and other organizational barriers and successfully implemented design thinking: (1) IDEO, (2) Redbox Automated Retail LLC, and (3) IKEA.