Table Of Content

Understanding Innovation Steven Ney Christoph Meinel Putting Design Thinking to Work How Large Organizations Can Embrace Messy Institutions to Tackle Wicked Problems Understanding Innovation Serieseditors ChristophMeinel Potsdam,Germany LarryLeifer Stanford,USA Moreinformationaboutthisseriesathttp://www.springer.com/series/8802 (cid:129) Steven Ney Christoph Meinel Putting Design Thinking to Work How Large Organizations Can Embrace Messy Institutions to Tackle Wicked Problems StevenNey ChristophMeinel T-SystemsInternational HassoPlattnerInstitute Berlin,Germany UniversityofPotsdam Potsdam,Germany ISSN2197-5752 ISSN2197-5760 (electronic) UnderstandingInnovation ISBN978-3-030-19608-0 ISBN978-3-030-19609-7 (eBook) https://doi.org/10.1007/978-3-030-19609-7 ©SpringerNatureSwitzerlandAG2019 Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpart of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation,broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmissionor informationstorageandretrieval,electronicadaptation,computersoftware,orbysimilarordissimilar methodologynowknownorhereafterdeveloped. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt fromtherelevantprotectivelawsandregulationsandthereforefreeforgeneraluse. Thepublisher,theauthors,andtheeditorsaresafetoassumethattheadviceandinformationinthisbook arebelievedtobetrueandaccurateatthedateofpublication.Neitherthepublishernortheauthorsorthe editorsgiveawarranty,expressorimplied,withrespecttothematerialcontainedhereinorforanyerrors oromissionsthatmayhavebeenmade.Thepublisherremainsneutralwithregardtojurisdictionalclaims inpublishedmapsandinstitutionalaffiliations. ThisSpringerimprintispublishedbytheregisteredcompanySpringerNatureSwitzerlandAG. Theregisteredcompanyaddressis:Gewerbestrasse11,6330Cham,Switzerland Contents 1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 WhatisDesignThinking?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 InnovatinginDiverseandAutonomousTeams. . . . . . . . . . . . . . . . . 5 CreatingRoom(s)forInnovation. . . . . . . . . . . . . . . . . . . . . . . . . . . 7 MobilisingCreativePotential:TheDesignThinkingProcess. . . . . . . 9 BriefOverviewoftheBook. .. . . .. . . .. . . . .. . . .. . . .. . . . .. . . .. 15 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 2 Innovation,WickedProblemsandDesignThinking. . . . . . . . . . . . . 21 WhyPeopleWantDesignThinking:InnovationandOrganisational Survival. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 InnovationinBusinesses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 InnovationintheEconomy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 ShelterfromtheStorm:FadsandFashionsinManagement. . . . . . . . 25 WhyPeopleMayNeedDesignThinking. . . . . . . . . . . . . . . . . . . . . . . 27 InnovationinthePublicSector:ValueasProblem-Solving. . . . . . . . 27 WickedProblems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Knowledge,FramesandParadigms. . . . . . . . . . . . . . . . . . . . . . . . . 33 SolvingWickedProblems:IntegrativeThinkingandClumsy Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 DesignThinking,IntegrativeThinkingandClumsySolutions. . . . . . 36 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 3 ClumsySolutions,MessyInstitutionsandCulturalChange. . . . . . . 43 WickedProblems,InnovationandLargeOrganisations. . . . . . . . . . . . . 44 ReasonsforOrganisationalFailure. . . . . . . . . . . . . . . . . . . . . . . . . 44 TransformationandOrganisationalViability. . . . . . . . . . . . . . . . . . 46 MoreIn-BuiltFailure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 v vi Contents FromAmbidextroustoMulti-DextrousOrganisations. . . . . . . . . . . . . . 54 MessyInstitutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 FourRoadstoClumsiness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 FourSetsofStrengthsandWeaknesses. . . . . . . . . . . . . . . . . . . . . . 66 MessyInstitutionsandDesignThinking. . . . . . . . . . . . . . . . . . . . . . 68 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 4 CreatingSocialSpacesforExploration. . . . . . . . . . . . . . . . . . . . . . . 73 Space,DeliberationandMini-Publics. . . . . . . . . . . . . . . . . . . . . . . . . . 74 CarvingNewOrganisationalSpacesOutofInstitutionalSilos. . . . . . . . 76 ExpandingandNarrowingStrategicOptionsforOrganisations. . . . . . . 79 IndividualDiscomforts,ProfessionalGrievances. .. . . . . .. . . . . . .. 80 ThreePatternsofResistance:Disruption,Agenda-Setting andManipulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 LessonsLearnt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 DesignThinkingCausesAlienationToo. . . . . . . . . . . . . . . . . . . . . 86 SeniorManagementSupportMayNotBeEnough. . . . . . . . . . . . . . 86 DesignThinkingSpacesNeedProtectionatOperationalLevel. . . . . 87 NewManagementofInterfaces. . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 5 Hunting,GatheringandTakingItHome:BringingNewPerspectives andPerceptionsintoOrganisations. . . . . . . . . . . . . . . . . . . . . . . . . . 93 Hunting,GatheringandTakingItHome:StrengtheningDiversityinTeams andGivingUsersaVoiceintheDesignProcess. . . . . . . . . . . . . . . . . . 94 MobilisingDiversity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 TeasingOutDiversityWithinTeams. . . . . . . . . . . . . . . . . . . . . . . . 96 HuntingandGathering:IncorporatingUserVoices inDesignProcesses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 TheBenefitsofaRichPoolofIdeas. . . . . . . . . . . . . . . . . . . . . . . . . . 99 ConfrontingAssumptions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 DesigningBetterOutputs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 TheDifficultiesofSettingUpaRicherPoolofIdeas(AndanOpen Question). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 MarginalisationandExclusion. . . .. . . . . . . .. . . . . . . .. . . . . . .. . 101 LackingSkills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 MisuseandMisunderstanding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 HowDiverseIsDiversity?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 LessonsLearnt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 AcknowledgeShiftsofAccountabilityandLegitimacy. . . . . . . . . . . 105 EnableContinuousLearning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 BalanceExplorationandExploitationinMethods. . . . . . . . . . . . . . . 107 EnsureaRequisiteVarietyofVoices. . . . . . . . . . . . . . . . . . . . . . . . 108 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Contents vii 6 DesignThinkingandMessyPractices. . . . . . . . . . . . . . . . . . . . . . . . 113 MessyDesignThinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114 Output-OrientedPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Inclusion-OrientedPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Process-OrientedPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 Chance-OrientedPractices. . . .. . . . .. . . .. . . . .. . . .. . . . .. . . .. 125 StrengthsandWeaknessesofContendingPractices. . . . . . . . . . . . . . . . 126 AvoidingDilettantism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126 PreventingParalysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 ReigninginExpertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 PluralistPracticesinLargeOrganisations. . . . . . . . . . . . . . . . . . . . . . . 130 Output-OrientedPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Inclusion-OrientedPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 Process-OrientedandChance-OrientedPractices. . . . . . . . . . . . . . . 133 MessinessinPractice:ImpactsofMessyPracticesonLarge Organisations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Output-andInclusion-OrientedPracticesasanAntidote toPrevailingProcessOrientation. . . . . . . . . . . . . . . . . . . . . . . . . . . 135 Dilettantism:UndesiredImpactsofOutput-OrientedPractices. . . . . . 138 ParalysisandIntolerance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 LessonsLearnt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 DesignThinkingPracticesAre‘Messy’,ButConcentrateonOutput andInclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 DesignThinkingProgrammesattheHPISchoolsofDesignThinking AreProbablyMore‘Messy’ThantheDesignThinkingInitiatives intheLargeOrganisationsCoveredintheStudies. . . . . . . . . . . . . . 141 DesignThinkingInitiativesinLargeOrganisationsTendtoBe EmbeddedinPredominantlyHierarchicalInstitutionalContexts. . . . . 141 ThereMayBeaTrade-OffBetweenDeliveringInnovation andBringingAboutCulturalChangeWithintheWider Organisation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 7 Leadership,DesignThinkingandMessyInstitutions. . . . . . . . . . . . 147 NetworksofT-ShapedPeople:Autonomous,Transversal andPluralist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147 DesignThinkersAreAutonomousandResponsible. . . . . . . . . . . . . 148 NetworksofT-ShapedPeopleCutAcrossOrganisational Boundaries. . . . . . . .. . . . . . . . .. . . . . . . .. . . . . . . .. . . . . . . . .. 149 NetworksofT-ShapedPeopleArePluralistandDiverse. . . . . . . . . . 150 LeadershipChallengesandOpportunities. . . . . . . . . . . . . . . . . . . . . . . 151 EnablingCollaboration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 MakingSenseofAmbiguity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154 EncouragingConstructiveConflict. . . .. . . .. . . . .. . . .. . . .. . . .. 157 viii Contents EngagingwithDesignThinking. . . . . . . .. . . . . . . . . .. . . . . . . . . . .. 161 ExperiencingDesignThinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . 161 Hands-onManagement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162 TailoringDesignThinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166 8 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169 TheConceptualFramework:WickedProblems,InnovationandMessy Institutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169 DesignThinkinginPractice. . . .. . . . . .. . . . .. . . . . .. . . . .. . . . . .. 174 WhatWorked?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175 WhatDidn’tWork. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 NewIdeasandInsights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183 OpenQuestions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 HowBesttoGaugeandOperationaliseMessiness. . . . . . . . . . . . . . 187 HowtoBestProtectDesignThinkingTeamsinLarge Organisations?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 HowtoEnsureThatDesignThinking’sStructures,Ideas andPracticesDiffuseThroughtheOrganisation?. . . . . . . . . . . . . . . 189 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191 Chapter 1 Introduction Human-centered design drives the success of many start-ups across the globe. Among the many different approaches to human-centred design, one particular framework—conceived at Stanford University in California and developed at the Hasso-Plattner-Institute(HPI)inPotsdam—hasreceivedalotofattentioninthepast decade:‘DesignThinking’.Itsradicalfocusonusersandtheirneeds,itstacticsfor leveragingthepotentialoftransdisciplinaryteams,aswellasitsiterativeevolution of ideas have enabled design thinkers to find effective responses to complex and uncertainproblems.Indeed,DesignThinkinghelpspeopletacklethetypesofthorny challengesthat confound tried-and-tested problem-solving stratagems.The empha- sis on small teams has made human-centred design a natural choice for entrepre- neurialstart-upsinfieldsrangingfromITtodevelopmentaid. Thissuccesshasgeneratedagreatdealofinterestbeyondtheworldofentrepre- neurial start-ups. Increasingly, people who face complex challenges in large organisations, be it in the public or private sector, are wondering whether the methods and mindsets of Design Thinking could help them deal with the thorny challenges thatsimplydonotseemtogoaway.Thisiswhyorganisationsfromawidespectrum offieldsareinvestingconsiderableresourcestolearntobeasnimbleandflexibleas start-ups. ButwhatdoesitmeanforalargeandestablishedorganisationtotakeonDesign Thinking? Thefollowingchapterswillendeavourtoanswerpreciselythisquestion.Design Thinking is attractive to large organisations because it seems to be a toolbox that promises problem-solving, innovation and success. That said, evidence from both practical experience and design research also suggests that there is considerably moretoDesignThinkingthanasetoftoolsforinnovation.Inadditiontomethods, DesignThinkingentailsmindsetsandpracticesthatmaysitratherawkwardlyinthe waylargeorganisations usuallygoabouttheirbusiness.Indeed, somearguethatif people want to use Design Thinking to successfully tackle complex problems, this will necessitate fundamental changes in how they work and collaborate. Adopting DesignThinking,then,mayverywellbethefirststeponajourneythatprofoundly ©SpringerNatureSwitzerlandAG2019 1 S.Ney,C.Meinel,PuttingDesignThinkingtoWork,UnderstandingInnovation, https://doi.org/10.1007/978-3-030-19609-7_1

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