Design Thinking in Managing (and Designing) for Organizational Change

Research output: Chapter in Book/Report/Conference proceedingArticle in proceedingsResearchpeer-review

Abstract

Increasing interest in ‘design thinking’ in the fields of management and
organization has resulted in a concern with using design-oriented approaches
as means to support organizational change and innovation. To this end,
conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have
aimed at exploring how ‘design thinking’ can inform managers and the work
done in organizational contexts. However, these concepts tend to be
discussed theoretically with little grounding in empirical studies of practice
that might inform managing according to a ‘design thinking’ approach. In this
paper we look at one attempt at facilitating organizational change through
‘design thinking’. The context is the design of a new building for the UTS
Business School, Sydney by architect Frank Gehry. User participation was
applied to engage stakeholders in ways that would produce valuable input for
managers as well as architects. We consider how architectural design and
organizational change are constructed and accomplished and to what extent
the manager’s approach can be considered ‘design thinking’. Our findings
suggest that while ‘design thinking’ may be one approach to managing
complex change processes, a deeper engagement between designers,
managers and users is needed.
Increasing interest in ‘design thinking’ in the fields of management and
organization has resulted in a concern with using design-oriented approaches
as means to support organizational change and innovation. To this end,
conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have
aimed at exploring how ‘design thinking’ can inform managers and the work
done in organizational contexts. However, these concepts tend to be
discussed theoretically with little grounding in empirical studies of practice
that might inform managing according to a ‘design thinking’ approach. In this
paper we look at one attempt at facilitating organizational change through
‘design thinking’. The context is the design of a new building for the UTS
Business School, Sydney by architect Frank Gehry. User participation was
applied to engage stakeholders in ways that would produce valuable input for
managers as well as architects. We consider how architectural design and
organizational change are constructed and accomplished and to what extent
the manager’s approach can be considered ‘design thinking’. Our findings
suggest that while ‘design thinking’ may be one approach to managing
complex change processes, a deeper engagement between designers,
managers and users is needed.
LanguageEnglish
Title of host publicationProceedings of the 19th DMI : Academic Design Management Conference
EditorsErik Bohemia, Alison Rieple, Jeanne Liedtka, Rachel Cooper
Place of PublicationBoston
PublisherDesign Management Institute - DMI
Date2014
Pages1929-1947
Chapter4
ISBN (Print)9780615991528
StatePublished - 2014
EventThe 19th DMI Academic Design Management Conference 2014: Design Management in an Era of Disruption - London College of Fashion, London, United Kingdom
Duration: 2 Sep 20144 Sep 2014
Conference number: 19
http://www.dmi.org/?page=ADMC2014

Conference

ConferenceThe 19th DMI Academic Design Management Conference 2014
Number19
LocationLondon College of Fashion
CountryUnited Kingdom
CityLondon
Period02/09/201404/09/2014
Internet address

Cite this

Naar, L., & Stang Våland, M. (2014). Design Thinking in Managing (and Designing) for Organizational Change. In E. Bohemia, A. Rieple, J. Liedtka, & R. Cooper (Eds.), Proceedings of the 19th DMI: Academic Design Management Conference (pp. 1929-1947). Boston: Design Management Institute - DMI.
Naar, Liisa ; Stang Våland, Marianne . / Design Thinking in Managing (and Designing) for Organizational Change. Proceedings of the 19th DMI: Academic Design Management Conference. editor / Erik Bohemia ; Alison Rieple ; Jeanne Liedtka ; Rachel Cooper. Boston : Design Management Institute - DMI, 2014. pp. 1929-1947
@inproceedings{e777a937dcb2433eb7d0c643497ef6fb,
title = "Design Thinking in Managing (and Designing) for Organizational Change",
abstract = "Increasing interest in ‘design thinking’ in the fields of management andorganization has resulted in a concern with using design-oriented approachesas means to support organizational change and innovation. To this end,conceptual ideas such as Boland and Collopy’s ‘managing as designing’ haveaimed at exploring how ‘design thinking’ can inform managers and the workdone in organizational contexts. However, these concepts tend to bediscussed theoretically with little grounding in empirical studies of practicethat might inform managing according to a ‘design thinking’ approach. In thispaper we look at one attempt at facilitating organizational change through‘design thinking’. The context is the design of a new building for the UTSBusiness School, Sydney by architect Frank Gehry. User participation wasapplied to engage stakeholders in ways that would produce valuable input formanagers as well as architects. We consider how architectural design andorganizational change are constructed and accomplished and to what extentthe manager’s approach can be considered ‘design thinking’. Our findingssuggest that while ‘design thinking’ may be one approach to managingcomplex change processes, a deeper engagement between designers,managers and users is needed.",
author = "Liisa Naar and {Stang V{\aa}land}, Marianne",
year = "2014",
language = "English",
isbn = "9780615991528",
pages = "1929--1947",
editor = "Erik Bohemia and Alison Rieple and Jeanne Liedtka and Rachel Cooper",
booktitle = "Proceedings of the 19th DMI",
publisher = "Design Management Institute - DMI",
address = "United States",

}

Naar, L & Stang Våland, M 2014, Design Thinking in Managing (and Designing) for Organizational Change. in E Bohemia, A Rieple, J Liedtka & R Cooper (eds), Proceedings of the 19th DMI: Academic Design Management Conference. Design Management Institute - DMI, Boston, pp. 1929-1947, London, United Kingdom, 02/09/2014.

Design Thinking in Managing (and Designing) for Organizational Change. / Naar, Liisa; Stang Våland, Marianne .

Proceedings of the 19th DMI: Academic Design Management Conference. ed. / Erik Bohemia; Alison Rieple; Jeanne Liedtka; Rachel Cooper. Boston : Design Management Institute - DMI, 2014. p. 1929-1947.

Research output: Chapter in Book/Report/Conference proceedingArticle in proceedingsResearchpeer-review

TY - GEN

T1 - Design Thinking in Managing (and Designing) for Organizational Change

AU - Naar,Liisa

AU - Stang Våland,Marianne

PY - 2014

Y1 - 2014

N2 - Increasing interest in ‘design thinking’ in the fields of management andorganization has resulted in a concern with using design-oriented approachesas means to support organizational change and innovation. To this end,conceptual ideas such as Boland and Collopy’s ‘managing as designing’ haveaimed at exploring how ‘design thinking’ can inform managers and the workdone in organizational contexts. However, these concepts tend to bediscussed theoretically with little grounding in empirical studies of practicethat might inform managing according to a ‘design thinking’ approach. In thispaper we look at one attempt at facilitating organizational change through‘design thinking’. The context is the design of a new building for the UTSBusiness School, Sydney by architect Frank Gehry. User participation wasapplied to engage stakeholders in ways that would produce valuable input formanagers as well as architects. We consider how architectural design andorganizational change are constructed and accomplished and to what extentthe manager’s approach can be considered ‘design thinking’. Our findingssuggest that while ‘design thinking’ may be one approach to managingcomplex change processes, a deeper engagement between designers,managers and users is needed.

AB - Increasing interest in ‘design thinking’ in the fields of management andorganization has resulted in a concern with using design-oriented approachesas means to support organizational change and innovation. To this end,conceptual ideas such as Boland and Collopy’s ‘managing as designing’ haveaimed at exploring how ‘design thinking’ can inform managers and the workdone in organizational contexts. However, these concepts tend to bediscussed theoretically with little grounding in empirical studies of practicethat might inform managing according to a ‘design thinking’ approach. In thispaper we look at one attempt at facilitating organizational change through‘design thinking’. The context is the design of a new building for the UTSBusiness School, Sydney by architect Frank Gehry. User participation wasapplied to engage stakeholders in ways that would produce valuable input formanagers as well as architects. We consider how architectural design andorganizational change are constructed and accomplished and to what extentthe manager’s approach can be considered ‘design thinking’. Our findingssuggest that while ‘design thinking’ may be one approach to managingcomplex change processes, a deeper engagement between designers,managers and users is needed.

M3 - Article in proceedings

SN - 9780615991528

SP - 1929

EP - 1947

BT - Proceedings of the 19th DMI

PB - Design Management Institute - DMI

CY - Boston

ER -

Naar L, Stang Våland M. Design Thinking in Managing (and Designing) for Organizational Change. In Bohemia E, Rieple A, Liedtka J, Cooper R, editors, Proceedings of the 19th DMI: Academic Design Management Conference. Boston: Design Management Institute - DMI. 2014. p. 1929-1947.