Colliding Influences

Holger Rhinow () and Christoph Meinel
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Holger Rhinow: Hasso Plattner Institute for Software Systems Engineering
Christoph Meinel: Hasso Plattner Institute for Software Systems Engineering

A chapter in Design Thinking Research, 2016, pp 19-33 from Springer

Abstract: Abstract This article illustrates findings from a case study on the impact of design thinking within a large organization. As teams apply design thinking as a framework for product discovery and development, there is an increased focus on the user as a source of inspiration as well as self-organizing teamwork. This phenomenon contrast to the result of other frameworks implemented in the organization (e.g., Waterfall and Scrum). These new influential factors are to some extent seemingly in collision with other existing influential factors, such as established routines in project management and a corporate strategy. Contrary objectives lead to paradoxical situations within teams and between teams and their managers. It appears that such situations can only be partially resolved by stakeholders. This case study empirically clarifies the impression from previous research that the integration of design thinking appears to be a managerial challenge yet to be mastered.

Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:undchp:978-3-319-40382-3_3

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DOI: 10.1007/978-3-319-40382-3_3

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