Design Thinking in Managing (and Designing) for Organizational Change

OPEN ARCHIVE

Union Jack
Dannebrog

Design Thinking in Managing (and Designing) for Organizational Change

Show simple item record

dc.contributor.author Naar, Liisa
dc.contributor.author Våland, Marianne Stang
dc.date.accessioned 2014-11-13T15:41:31Z
dc.date.available 2014-11-13T15:41:31Z
dc.date.issued 2014-11-13
dc.identifier.uri http://hdl.handle.net/10398/9012
dc.description.abstract 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. en_US
dc.format.extent 19 en_US
dc.language eng en_US
dc.subject.other Design thinking en_US
dc.subject.other User participation en_US
dc.subject.other Organizational change en_US
dc.subject.other Management en_US
dc.subject.other Architectural design en_US
dc.title Design Thinking in Managing (and Designing) for Organizational Change en_US
dc.type cp en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Organisation en_US
dc.contributor.departmentshort IOA en_US
dc.contributor.departmentuk Department of Organization en_US
dc.contributor.departmentukshort OIS en_US
dc.description.notes Paper presented at the 19th DMI: Academic Design Management Conference Design Management in an Era of Disruption London, 2 – 4 September 2014 en_US
dc.publisher.city Frederiksberg en_US
dc.publisher.year 2014 en_US


Creative Commons License This work is licensed under a Creative Commons License.

Files Size Format View
Våland_DMI conference proceeding_2014.pdf 414.9Kb PDF View/Open Conference paper

This item appears in the following Collection(s)

Show simple item record