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Letter from Lhasa, number 313. Change by Design

Letter from Lhasa, number 313. Change by Design

by Roberto Abraham Scaruffi

Brown, T., with B. Katz,Change by Design. How Design Thinking Transforms Organizations and Inspires Innovation, HarperCollins e-books, 2009.

(Brown 2009).

Tim Brown

Barry Katz

Design thinking is something qualitatively different from simple problem solving and just applying known techniques. It is an exploration process departing from thestatus quo, outside existing business models, thinking not in terms of problem but of project.

“Design thinking taps into capacities we all have but that are overlooked by more conventional problem-solving practices. It is not only human-centered; it is deeply human in and of itself. Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that have emotional meaning as well as functionality, to express ourselves in media other than words or symbols. Nobody wants to run a business based on feeling, intuition, and inspiration, but an overreliance on the rational and the analytical can be just as dangerous. The integrated approach at the core of the design process suggests a “third way.””

(Brown 2009, p. 11).

It is a form of lateral thinking too.

An innovation culture needs to break traditional frontiers and to be concerned only with achievements, indifferent to previous stereotypes. “The next generation of designers will need to be as comfortable in the boardroom as they are in the studio or the shop, and they will need to begin looking at every problem—from adult illiteracy to global warming—as a design problem.” (Brown 2009, p. 36).

It also needs interdisciplinary groups triggering creativity instead of groups repressing it as usually groups do. “The creative process generates ideas and concepts that have not existed before.” (Brown 2009, p. 39). Easy to tell, not always easy to do, in groups, where usually hierarchies prevails, as well as other psycho-sociological factors as the tendency to minimize personal risks.

Rapid change forces to look at new problems to solve, not only at new ways for solving problems.

XXI century leaders, people and organizations cannot work as XVIII century ones. It may seem tautological although in many areas and milieus that be not understood.

The success of the companies and the general welfare of humanity are not necessarily opposed and design thinking can contribute to both.

Design thinking is a human-centred approach to innovation because it observes how people interact with products and services. What is methodologically different from beginning from constraints. In fact, innovative approaches change, reframe, overcome, the same constraints.

Finally, markets are people. The discovery of new needs, and of new and better ways for satisfying them, is also a more market-based approach.  

Brown, T., with B. Katz,Change by Design. How Design Thinking Transforms Organizations and Inspires Innovation, HarperCollins e-books, 2009. 

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Atualizado em: Dom 7 Abr 2013

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