Applying Design Thinking Elsewhere: Organizational context matters

Dorst, K; Smulders, F; vermaas, P

Applying Design Thinking Elsewhere: Organizational context matters

Dorst, K

Smulders, F vermaas, P

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Publisher:: Design Management Institute
Publication Type:: Conference Proceeding
Citation:: Proceedings of the 19th DMI: Academic Design Management Conference, 2014, pp. 2797 - 2817
Issue Date:: 2014-09-02

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Field	Value	Language
dc.contributor.author	Dorst, K https://orcid.org/0000-0002-6102-2348	en_US
dc.contributor.author	Smulders, F	en_US
dc.contributor.author	vermaas, P	en_US
dc.contributor.editor	Bohemia, E	en_US
dc.contributor.editor	Rieple, A	en_US
dc.contributor.editor	Liedtka, J	en_US
dc.contributor.editor	Cooper, R	en_US
dc.date	2014-09-02	en_US
dc.date.issued	2014-09-02	en_US
dc.identifier.citation	Proceedings of the 19th DMI: Academic Design Management Conference, 2014, pp. 2797 - 2817	en_US
dc.identifier.isbn	978-0-615-99152-8	en_US
dc.identifier.uri	http://hdl.handle.net/10453/36238
dc.description.abstract	In this contribution design thinking is taken as a transfer of design methods from product development to other domains. It is argued that the success of this transfer depends on the organisational context offered to design thinking in these other domains. We describe the application of design methods in product development and in two new domains by what we have called the IDER model, where D refers to design and I, E and R to the organisational context. Then we show that characteristics of the contexts in the new domains may determine the success of applying design thinking in these domains. Finally we focus on the transitions among design and the other contextual elements as another source that can ‘make or break’ the success of applying design thinking. We support our arguments with two cases of design thinking: social design and business-innovation design.	en_US
dc.publisher	Design Management Institute	en_US
dc.relation.ispartof	Proceedings of the 19th DMI: Academic Design Management Conference	en_US
dc.relation.ispartof	Academic Design Management Conference	en_US
dc.title	Applying Design Thinking Elsewhere: Organizational context matters	en_US
dc.type	Conference Proceeding
utslib.location	USA	en_US
utslib.location.activity	London, UK	en_US
utslib.for	1203 Design Practice and Management	en_US
dc.location.activity	London, UK
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Transdisciplinary Innovation
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2014-09-04	en_US
pubs.place-of-publication	USA	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2014-09-02	en_US

Abstract:

In this contribution design thinking is taken as a transfer of design methods from product development to other domains. It is argued that the success of this transfer depends on the organisational context offered to design thinking in these other domains. We describe the application of design methods in product development and in two new domains by what we have called the IDER model, where D refers to design and I, E and R to the organisational context. Then we show that characteristics of the contexts in the new domains may determine the success of applying design thinking in these domains. Finally we focus on the transitions among design and the other contextual elements as another source that can ‘make or break’ the success of applying design thinking. We support our arguments with two cases of design thinking: social design and business-innovation design.

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http://hdl.handle.net/10453/36238