The design thinking mindset: An assessment of what we know and what we see in practice

Schweitzer, J; Groeger, L; Sobel, L

The design thinking mindset: An assessment of what we know and what we see in practice

Schweitzer, J

Groeger, L Sobel, L

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Publisher:: Intellect
Publication Type:: Journal Article
Citation:: Journal of Design, Business & Society, 2016, 2 (1), pp. 71 - 94 (23)
Issue Date:: 2016-03-01

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Field	Value	Language
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.contributor.author	Groeger, L	en_US
dc.contributor.author	Sobel, L https://orcid.org/0000-0001-8211-0155	en_US
dc.date.available	2020-05-25T19:10:09Z
dc.date.issued	2016-03-01	en_US
dc.identifier.citation	Journal of Design, Business & Society, 2016, 2 (1), pp. 71 - 94 (23)	en_US
dc.identifier.issn	2055-2106	en_US
dc.identifier.uri	http://hdl.handle.net/10453/41265
dc.description.abstract	We review the design and management literature to identify and define key components of a design thinking mindset and report initial findings from fifteen in-depth interviews with innovation managers, who reflect on their practices while implementing design thinking in their organizations. Our study confirms a set of commonly understood and applied mindsets, but also reveals organizational constraints on translating cognition into behaviour. We argue that further mapping of design thinking mindsets and linking them to leadership theory provides a suitable point of departure for the study of design thinking and its role for innovation.	en_US
dc.publisher	Intellect	en_US
dc.relation.ispartof	Journal of Design, Business & Society	en_US
dc.relation.isbasedon	10.1386/dbs.2.1.71_1	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.title	The design thinking mindset: An assessment of what we know and what we see in practice	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	2	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1203 Design Practice and Management	en_US
utslib.for	1608 Sociology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	2	en_US

Abstract:

We review the design and management literature to identify and define key components of a design thinking mindset and report initial findings from fifteen in-depth interviews with innovation managers, who reflect on their practices while implementing design thinking in their organizations. Our study confirms a set of commonly understood and applied mindsets, but also reveals organizational constraints on translating cognition into behaviour. We argue that further mapping of design thinking mindsets and linking them to leadership theory provides a suitable point of departure for the study of design thinking and its role for innovation.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/41265