Innovation, Wicked Problems and Design Thinking

Steven Ney and Christoph Meinel
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Steven Ney: T-Systems International
Christoph Meinel: University of Potsdam

Chapter Chapter 2 in Putting Design Thinking to Work, 2019, pp 21-42 from Springer

Abstract: Abstract This chapter (as well as the subsequent Chap. 3 ) sets up the conceptual framework to help us analyse the impact of DT on large organisations. This chapter explores the relationship between the challenges organisations face today, innovation and Design Thinking. People in large organisations are interested in Design Thinking because it promises innovation. But how do innovations emerge from Design Thinking? We argue that Design Thinking supports innovation because it helps tackle complex and uncertain challenges, also called ‘wicked problems’. These types of challenges have an uncanny way of evading resolutions. In an increasingly complex and uncertain world, this chapter argues, responses to wicked problems emerge from the interplay of different professional and disciplinary perspectives. We suggest, then, to think of innovations as those solutions that successfully and creatively bring together the different insights from a range of disciplines, perspectives and professions. This, we contend, is exactly what Design Thinking enables teams to do: it provides an effective method for mobilising a wide range of disciplines, professions and perspectives for solving wicked problems.

Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:undchp:978-3-030-19609-7_2

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DOI: 10.1007/978-3-030-19609-7_2

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