Table of Contents

Capitalizing on Creativity at Work

Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.

Chapter 16: Design thinking workshops: a way to facilitate sensemaking and idea development across organizational levels

Ingo Rauth and Anja Svetina Nabergoj

Subjects: business and management, knowledge management, organisational innovation, organisational behaviour, innovation and technology, knowledge management


For an idea to thrive and be capitalized on, it must make sense to a variety of internal and external stakeholders, including managers, engineers, designers, marketers, and most importantly users. Addressing these groups in a way that resonates with all of them, while leveraging everyone’s creativity, allows an idea to progress from its creation to its successful implementation. In light of this need, making sense of conflicting viewpoints in relation to idea development is an essential, complex social undertaking that has yet to be the subject of robust study (Drazin et al., 1999; Maitlis, 2005), particularly in the context of large companies (for example, Ravasi and Stigliani, 2012). The presence of conflicting views in collaborative work raises the question of how to engage functionally and hierarchically diverse individuals and external stakeholders (for example, users, experts) in a collaborative innovation process. Design thinking (DT) is a recent approach that has sought to involve functionally diverse individuals in a collaborative innovation process (Brown, 2008). DT is often described as an iterative creative problem-solving process that fosters creativity and multi-actor sensemaking. Several large organizations, including GE Healthcare, Kaiser Permanente, JetBlue and SAP (for example, Carlgren, 2013; Carlgren et al., 2014; Liedtka, 2014), have utilized the DT approach in their innovation processes, claiming that the DT process leads to the generation and successful implementation of creative ideas (for example, Brown, 2008).

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