Design Thinking Influences and Critiques - Essay Example

DESIGN THINKING INFLUENCES AND CRITIQUES By Design Thinking Influences and Critiques Introduction Design thinking deals with issues of innovation and arises as a reliable tool for application in real business situations. Competitive advantage arises as a key impact of design thinking as better products and services develop, meeting the full needs and expectations of customers. The use of this concept becomes clear with major corporations and business organizations, including Procter & Gamble (Young, 2010, p. 4). A clear insight of design thinking becomes of great significance for professionals in the business field. This paper looks at the concept in terms of its applications in the business world, while providing for a background overview. Additionally, a research analysis s of the concept becomes important as pertains to the influences and critiques, as variables that have an impact on its applications. In this view, the use of case studies reflects on the practical application of the concept in business situations. As a motivating factor for innovation, the idea of design thinking focuses on enhancing capabilities as well as innovation in organizations (Mootee 2011, p. 3). This paper focuses on the concept of a bee inside a urinal to demonstrate clearly the application of design thinking (figure 1). Literature Review Design Thinking Various review studies point to the concept of design thinking in terms of nature and the variety of activities defining the application of this aspect. Design thinking describes an analytical process that incorporates innovation while involving individuals in opportunities that allow for experimentation, development and prototyping of frameworks. Subsequently, the process provides for a feedback system, and finally, a redesign occurs. Hatchuel and Weil (2009) assert that design represents a correlation occurring for two interdependent vacuums having dissimilar structural features and reasoning (Razzouk & Shute 2012, p. 334). In this view, the two vacuums include the aspect of concepts and knowledge. According to Liu (1996), the issue of design thinking describes the way designers understand, which portrays an effect to the reasoning approach (Razzouk & Shute 2012, p. 334). It entails a highly active procedure that allows designers to gain a clear insight into the application of concepts focusing on problem solving. Additionally, the process provides for a simple framework that allows for the comparison of various concepts as pertains to providing a solution to a particular issue. Significantly, this process occurs as a reliable source for future reference. Influences and Critiques Various factors occur as key determinants of design thinking, which occurs in different forms in individuals. These aspects of consideration become essential in providing for a clear understanding of the process o reasoning as depicted with a designer, as well as the procedure for addressing arising problems (Razzouk & Shute 2012, p. 335). Owen (2007) identifies several characteristics of design thinking that describes its nature. These entail a great focus on human and environmental issues, the ability to visualize, ability to apply language as a tool, and a desire for teamwork. Further, the concept involves an inclination towards multi-functionality, and eliminating the need for choosing among alternatives (Razzouk & Shute 2012, p. 336). The process of design incorporates features of exploration, high involvement and in particular situations appears as a disorderly procedure. The initial step arises from conceptual requirements, with the result pointing to a clear reference of the product in addition to a gradual process of condition refining. Conflicting conditions and descriptions of product usually appear in the intermediate state of the overall process. Changes occur for such conditions in response to unanticipated issues or arising suggestions. Subsequently, the process involves a systematic framework of mutually agreed modifications occulting between solutions and concepts. This continues to a point where the final resolves is attained (Razzouk & Shute 2012, p. 336).Various processes occur for design thinking, and entail the use of the cognitive approaches. According to Wills and Kolodner (1996) study, three activities occur for the overall design thinking approach. These are preparation; strategic control; and assimilation (Razzouk & Shute 2012, p. 334). The former process focuses on providing an understanding of the relevance of an efficient thinking process. In this case, this stage depicts the conditions and constraints of arising issue, a clear understanding of conceptual relationships, visualization, reframing of the issues and other additional related activities. Assimilation, on the other hand, entails a process of providing a clear insight of the relevance of suggested solution, information and observations generated from the design setting (Razzouk & Shute 2012, p. 337). For instance, the process may involve the generation of feedback from experiments including the use f prototypes or samples. For the strategic control procedure, varieties of decisions occur as pertains to the concept(s) requiring elaboration or modification, focus on key constraints, and priority planning. Further, this process allows designers to come up with a highly flexible and opportunistic problem-solving framework providing for clear solutions through focusing on a variety of tasks, sub-issues and design approaches. Design Thinking as Strategic Tool in Business World Currently, many organizations experience complex issues, with intense search for new problem-solving approaches occurring with the greater need for use of design for management and innovation practices... According to Borja de Mozota (2010), significant efforts focus on explaining the strategic capability of design thinking as pertains to the role played by well-trained designers or professionals in the business environment (Carlgren 2013, p. 19). A common viewpoint in design thinking and management rests with the idea that management reviewers and organizations approach the concept differently. This difference occurs between the minimum scales of maturity and the maximum scales of maturity (Carlgren 2013, p. 19). Similarly, to a bee inside a urinal, individuals are required to employ the best approach to problem solving by understanding the nature of issue at hand and implementing the best alternative from various solutions. Traditionally, product design remains to be the key focus of research on new product development. Great concern arises with the issue of the role played by designers in addition to the motivating and inhibiting factors related to the application of design thinking process (Carlgren 2013, p. 21). Further, attention points to the application of the design thinking process while considering the issue of financial impacts caused. Various reviews of design thinking application in business situations refer to a number of organizations depicting successful employment of the approach. Nonetheless, a common issue arising with design thinking entails the lack of a common agreement on the meaning of the concept and its application as in business settings. Various research relating to design application and innovation focus on showing the relationship of the concept to enhanced innovation. According to Hatchuel and Weil (2009), organizations require the expansion of concepts and knowledge in order to stimulate greater innovation (Carlgren 2013, p. 22). One key concern rests with the issue of interpretation, which fails in consideration of existing theories relating to innovation. The concept of innovation provides for a process of systematic analysis and interpretation, with a number of decisions occurring as problem-solving approaches. With a clear description of the reasoning processes depicted with entrepreneurs, Sarasvathy (2001) asserts that the generation of various alternatives arises as a distinct process from the formulation of decisions based on available choices (Carlgren 2013, p. 22). Ogilvie and Liedkta (2011) describe design thinking as one of the most preferred approaches in the business world today (Carlgren 2013, p. 23). The benefits of design thinking applications in business organizations occur in various study reviews, mainly related to the subject of organizational capabilities. The process of design thinking occurs as dynamic potential allowing organizations to meet or exceed the needs and expectations of various stakeholders while expanding on its assets. In this case, great focus rests in professional designers. Research Analysis Case Studies Wong, V. Nov 3, 2009. How Business Is Adopting Design Thinking. http://www.businessweek.com/stories/2009-11-03/how-business-is-adopting-design-thinkingbusinessweek-business-news-stock-market-and-financial-advice Case studies provide for an exploratory approach that entrails use of quantitative and qualitative methods as pertains to evaluating the application of design thinking, as well as its connection to management and innovation. Various established organizations highly employ the use of design thinking in their operations. Procter & Gamble (P & G), for instance, provides an elaborate example of a firm applying the concept. A background overview points to the issue of product commoditization. In the 1970s, the maturity of innovation became evident, resulting to considerable changes in business frameworks. P & G depicts a sales growth of over 100% between the period of 2000 and 2008. Innovation, as stimulated by Lafley, reinforced the firm’s focus towards meeting the full needs o customers. This translates to a customer-focused form of innovation that forms part of the organizational culture. As opposed to closed business frameworks, most organizations adopt the use of open models I addressing arising problems. However, the innovation depicting at P & G reflects a declines as pertains to extension of products brands and line fillings. Further, the results point to a saturation of ideas as relates to product development. Concept of Design Thinking and Application in Business World Design thinking refers to an analytical process that allows an individual to generate alternative solutions to a particular problem while evaluating them against already existing problem-solving approaches. The application of the concept in various situations allows for greater evaluation of arising issues, leading to the formulation of potential solutions. A clear understanding occurs with design thinking, thus, providing for a suitable platform for making reasonable decisions. As an analytical process, design thinking arises as an effective and strategic tool for innovation and management. Organizations stand to gain immensely from the range of advantages generating from the use of design thinking. In view of employees, organizations, through use of design thinking creates an improved team of professionals as innovation arises. When organizations direct great focus on such workforce within the organization, an orientation towards learning and development depicts. This translates to a highly skilled workforce that is also highly motivated with enhanced learning (Carlgren 2013, p. 39). Innovation involves a systematic process that provides for a greater analysis of an arising situation. In this view, designers stand at a better position of providing for suitable approaches for Future of Design Thinking Today, the great need for formulating effective and efficient business strategies demand s that organizations employ the application of design thinking in various business processes. Nonetheless, different sentiments arise in relation to the value created with such approaches employing the concept within organizations. Traditional methodologies become less reliable due to the changing dynamics of the business environment (Mootee 2011, p. 2). Various research reviews point to arising concerns as pertains to the existing theories on design thinking. In preparation for a future coupled with uncertainties, design thinking occurs as a preferable strategic approach allowing an organization to generate a pool of solutions. These solutions address both current and future problems of an organization. From a critiques’ view, the application of design thinking in the future depicts a failure. This arises from the great need for innovation practices in organizations. Design thinking occurs from various perspectives along certain common features: immersion; ethnography; synthesis; conceptualization; analysis; and prototyping (Tjendra 2014, np). The latter describes the generation of new ideas from already suggested concepts, which demands for greater changes into the various business processes due to changing business environment. With a focus on innovation, design thinking experiences a number of challenges as pertains to the scope and approach of application. These issues include a misperception of meaning, portraying the design-thinking concept as a statistical analysis of products or services of an organization (Tjendra 2014, np). Further, there is loss of meaning, misunderstanding and lack of acceptance of innovative features, as well as lack of business characteristics. Other challenges pertain to barriers in language and viewpoints, poor process execution and dreaming for a culture of innovation. Conclusion The concept of design thinking elicits mixed reactions from various corners. Proponents of design thinking applications in business settings point to a number of advantages accruing from its use. These include gaining a competitive advantage, creating enhanced customer satisfaction, stimulating innovation and improving on management. Conversely, critics become concerned with the broad issue of capability rising as suggested for design thinking, as well as the concept of innovation. Innovation arises as a broader aspect that entails a range of features. Great challenges rest in the effective utilization of these requirements. Essentially, design thinking becomes significant for organizations today as they seek to formulate business strategies directed towards enhancing performance. Appendix Fig 1: Image of a Bee inside a Urinal Bibliography Beckman, S. L., Barry, M. (2007) Innovation as a Learning Process: Embedding Design Thinking. Brown, T., Katz, B. (2011) Change by Design. Journal of Product Innovation Management, 28(3): 381–383. California Management Review, 50(1) 25–56. Carlgren, L. 2013. Design Thinking as an Enabler of Innovation: Exploring the Concept and its Relation to Building Innovation Capabilities. http://publications.lib.chalmers.se/records/fulltext/185362/185362.pdf Dunne, D., Martin, R. 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