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Index
Cover
Title Page
Copyright Page
Dedication
Contents
Acknowledgments
Part 1: Framing Design Thinking in Organizations
1 Thinking Like a Designer
How Design Keeps the Dutch Dry
Design … and Design Thinking
A Deeper Look at Design Thinking
The Impact of Design Thinking: Wicked Problems
Design Thinking in Organizations
2 The Adoption of Design Thinking
A Design Journey
Designers and the Design Thinking “Fad”
Four Case Studies in Design Thinking
Why Organizations Implement Design Thinking
The Three Tensions of Design Thinking in Organizations
Part 2: The Three Tensions
3 The Tension of Inclusion
The Importance of Language
Thinking Different
Why the Tension of Inclusion Arises
The Impact of the Tension of Inclusion
Managing the Tension of Inclusion
The Tension of Inclusion, Reframed
4 The Tension of Disruption
Uberization
Uberization’s Discontents
Why the Tension of Disruption Arises
The Impact of the Tension of Disruption
Managing the Tension of Disruption
The Tension of Disruption, Reframed
5 The Tension of Perspective
Seeing from the Outside In
What’s So Bad about Being User-Centred?
Why the Tension of Perspective Arises
The Impact of the Tension of Perspective
Managing the Tension of Perspective
The Tension of Perspective, Reframed
Part 3: Reframing Design Thinking for Your Organization
6 Reframing Design Thinking
Luxury Liners and Small Craft
Reframe 1: Design Thinking as a Mindset – Escape, Model, Prototype
Reframe 2: Design Thinking as a Technological or Collaborative Platform
Reframe 3: Design Thinking Within a Bigger System
7 Where Do You Begin? Building Your Design Thinking Program
Strategic Decisions
Operational Decisions
Choices, Paradoxes and Tensions
Notes
Index
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