Design Thinking in Managing (and Designing) for Organizational Change

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Design Thinking in Managing (and Designing) for Organizational Change

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Titel: Design Thinking in Managing (and Designing) for Organizational Change
Forfatter: Naar, Liisa; Våland, Marianne Stang
Resume: Increasing interest in ‘design thinking’ in the fields of management and organization has resulted in a concern with using design-oriented approaches as means to support organizational change and innovation. To this end, conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have aimed at exploring how ‘design thinking’ can inform managers and the work done in organizational contexts. However, these concepts tend to be discussed theoretically with little grounding in empirical studies of practice that might inform managing according to a ‘design thinking’ approach. In this paper we look at one attempt at facilitating organizational change through ‘design thinking’. The context is the design of a new building for the UTS Business School, Sydney by architect Frank Gehry. User participation was applied to engage stakeholders in ways that would produce valuable input for managers as well as architects. We consider how architectural design and organizational change are constructed and accomplished and to what extent the manager’s approach can be considered ‘design thinking’. Our findings suggest that while ‘design thinking’ may be one approach to managing complex change processes, a deeper engagement between designers, managers and users is needed.
URI: http://hdl.handle.net/10398/9012
Dato: 2014-11-13
Note: Paper presented at the 19th DMI: Academic Design Management Conference Design Management in an Era of Disruption London, 2 – 4 September 2014

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