Two worlds in convergence In our world, there are sets of “two worlds” which should differentiate once in a while, but the purpose must always be the convergence, which basically means a new model created with the relevant points of each one. One of these cases is the confrontation or coexistence of the world of […]
Two worlds in convergence
In our world, there are sets of “two worlds” which should differentiate once in a while, but the purpose must always be the convergence, which basically means a new model created with the relevant points of each one.
One of these cases is the confrontation or coexistence of the world of Business with the world of Design Thinking.
Design Thinking is a mindset that allows for forms of collaboration in interdisciplinary teams with amazing results. It is movement and suppleness.
In the business world, organizations with and non-profit tend to have different perspectives about the role of design thinking at least react differently to their presence.
Design thinking is a way to think about doing something in a dimension that represents a new learning experience for everyone, especially for business people and they have much to reciprocate with his experience, which cannot be ignored or minimized.
However many of these business people fear failure, are averse to unpredictability, and have a great concern for the status.
There are two worlds where what is most important, is people.
“The two worlds of design and business still need to learn to meet half way. Think of an organization in which design plays a central, driving role, and there’s really only one major cliché of an example to use: Apple. But what Apple has in Steve Jobs is what every organization looking to embrace design as a genuine differentiating factor needs: a business expert who is able to act as a whole hearted champion of the value of design.”- Helen Walters
Design Thinking requires a different attitude that is, go beyond case studies or exchanges of good practice. Businesses cannot simply download a solution from one company to another.
Design thinking allows us to collaborate and encompass the complexity that growing businesses face because the work is characterized by interdisciplinarity and where not to be afraid of being wrong is a common feeling.
Interdisciplinary teams have the potential for greater creativity in organizations.
When featuring critical thinking, interdisciplinary teams produce creative work, and its members can actively express their ideas without fear of interfering with interpersonal relations, even if it means having to be aggressive and stubborn in defending dissidents perspective change and improvement.
Conflicts in design thinking are seen as opportunities for creative activities.
In fact, our negative feelings can provide a sign that all is not well and thus provide a persistent persecution of creative responses to the existing discontent.
These negative feelings seem to be the privileged coverage of actors in cases where you do converge design thinking and business.
When we seek convergence in interdisciplinary teams know that these are the result of a variety of divergent perspectives and functional specializations which at first sight is not going to facilitate the production of creative ideas.
If the members of these teams have not a Design Thinking mindset they don’t necessarily produce creative work because its members are reluctant to share their perspectives “exclusive” (unique ideas) and because doing so can damage their image, may appear incompetent or create conflicts.
“What we need is an approach to innovation that is powerful, effective, and broadly accessible, that can be integrated into all aspects of business and society, and that individuals and teams can use to generate breakthrough ideas that are implemented and therefore have an impact.” – Tim Brown (Change By Design)
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