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The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.

The authors divide their process into four phases. A case example illustrates each phase.

The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.

Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).

Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.

Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.

Firms uncertain about whether to invest large sums on data management consultants as an alternative to their spreadsheet software might first consider prototyping the system. A prototyping firm can assess the extent to which existing resources and data collection procedures will need to be modified to justify, or otherwise, the potentially large outlays on specialized software, consultants and the financial system changes required. Discusses the use of PC database software as an alternative to the use of spreadsheets to compile the information for a prototype model. In essence an activity‐based costing (ABC) system is simulated by other means to those provided by bespoke ABC software. Uses evidence from the Australian implementation of an ABC system to examine the benefits of adopting PC database software and presents examples of the database model elements employed to illustrate the benefits of such a decision‐support system.

The purpose of this paper is to demonstrate the methodology of a decision-making method for selection of rapid prototyping process and comparison of it with previously developed methods.

Here in this work, the methodology of improved complex proportional assessment (COPRAS) method is used which can handle even qualitative data for attributes.

The proposed methodology is useful and can be applied to any kind of decision-making situation.

The proposed method provides more effective results as compared to other methods and with a simple flow of analysis.

This paper aims to argue about the involvement of additive technologies (ATs) in the prototyping issues of designing. More precisely, it reviews the literature contributions focused on the different perspectives of prototyping activities for design purposes, searching for both available knowledge and research needs concerning the correct exploitation of ATs.

A two-step literature review has been performed. In the first step, general information has been retrieved about prototyping issues related to design. In the second step, the literature searches were focused on retrieving more detailed information about ATs, concerning each of the main issues identified in the previous step. Extracted information has been analyzed and discussed for understanding the actual coverage of the arguments and for identifying possible research needs.

Four generally valid prototyping issues have been identified in the first step of the literature review. For each of them, available information and current lacks have been identified and discussed about the involvement of AT, allowing to extract six different research hints for future works.

This is the first literature review concerning AT-focused contributions that cover the complex and inter-disciplinary issues characterizing prototyping activities in design contexts.

Presents three case studies involving a collaboration between the Norwegian Computing Centre, three local authorities (municipalities) and a nationwide software manufacturer. Seeks to address whether: evolutionary prototyping a feasible development model; it is suitable for developing common systems; user‐controlled design leads to better systems; and development projects can foster mutual learning. Examines how evolutionary prototyping was used as a strategic development model. Relates the project and its impact for each case. Discusses system development as a catalyst for change. Comments on the changing attitude of the manufacturer once the commercial implications of the project became apparent.

For faster new product introduction aerospace companies are interested in reducing the time it takes to make wind tunnel models. The increased capabilities of rapid prototyping technologies has made them attractive for this purpose. A study was done of rapid prototyping technologies and their ability to make components for wind tunnel models in a timely and cost effective manner. Components and corresponding fabrication technologies were put into three categories: non‐structurally loaded, lightly loaded and highly loaded according to the stress endured during wind tunnel tests. Rapid prototyping technologies were found capable for non‐structurally loaded parts, but numerically controlled machining was still best for any part enduring significant loads.

Discusses experiences on the development and use of horizontal and vertical prototypes. Explains the difference. Resolves that horizontal prototypes can be developed with ′little effort′, but end users are reluctant to become involved in the development process. Contrastingly resolves that vertical prototypes appear to stimulate constructive response. Reasons that developers should be aware of the tacit knowledge which plays an important part in users′ work practices and should be involved early in the development process. Proposes three techniques to meet the requirements – participation, simulation and evaluation.

Hybrid concrete construction is a technologically advanced approach to frame construction. It utilizes an optimal mix of structural materials;eg, in situ concrete with precast concrete and steelwork. The process of selecting an hybrid‐optimized solution, however, often requires several factors to be considered, eg, “hard”criteria such as time and cost, and “soft” criteria such as safety and aesthetics (to be considered simultaneously) – the complexities of which can often be a core barrier to implementation. This paper introduces the concept of hybrid concrete construction and presents a virtual prototyping tool to assist the decision‐making process. This model is able to import computer aided design information into a central database – the details of which are then layered with additional information; eg, hard and soft performance criteria and so on. Solutions can be interrogated and demonstrated through an interactive virtual environment, in which multi‐option scenarios can be evaluated against specific user‐defined criteria. Findings have identified several core benefits, including the ability to: justify decisions corroborated with detailed data; evaluate options against each other; interrogate objects at a much greater detail than before; and see the effects of changes in a “real‐time” environment.

Inherent in MIS applications undergoing development are elements of risk and a potential for failure. A strategy for choosing a development approach based on project risk is presented. Project risk is examined in the light of project size, a development group's experience with a technology and project structure. Three development approaches are considered: SDLC, prototyping and end‐user development. The simple and joint outcomes of project risk vis‐à‐vis development approach are described along with the proposed strategy.

Rapid prototypes will gain acceptance in business only to the extent that they provide bottom‐line business value. Thus, this paper guides engineers wishing to “sell” rapid prototyping in helping them to operate from a business perspective. Presuming that the relative value of rapid prototypes is in their speed, I show how to identify, quantify and exploit timesaving opportunities by using rapid prototypes to greatly shorten product development cycles. The article first illustrates how to calculate the cost of delay for a development project so that we have a means of measuring the business value of the time saved. Then I show where to look for leveraged time‐savings that will yield greater benefit than just the time saved directly in building the prototype faster. By addressing associated process and cultural change issues, the paper guides the rapid prototyper in setting up an environment in which the identified business advantage will actually be realized after the new system is installed.