Fostering the Implementation of Creative Ideas in Organizations
Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen
Chapter 16: Design thinking workshops: a way to facilitate sensemaking and idea development across organizational levels
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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