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Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking…
Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking initiatives and identifies operational practices emerge and empirical categories across various contexts. Quantitative analyses of the initiatives and qualitative interview data are used to distinguish four configurations of action analogous to races: training, emphasizing learning-by-doing; marathons, capturing personal reflection over a long project; relays, highlighting team collaboration; and sprints, reflecting fast-paced product innovation. The initiatives are differentiated as designer-led versus team-driven and, low-urgency versus high-urgency. Implications of practicing design thinking in Organization Development and Change are discussed.
Social entrepreneurs who use market mechanisms to solve wicked problems (Rittel & Webber, 1973) may benefit from practices based on design thinking. Design thinking offers…
Social entrepreneurs who use market mechanisms to solve wicked problems (Rittel & Webber, 1973) may benefit from practices based on design thinking. Design thinking offers approaches to work iteratively on both problem and solution spaces collaboratively with multiple diverse stakeholders, which is characteristic of innovating for social change. This research conceptualizes designing as a construct formed by three practices: making improvements, generating creative leaps, and problem-solving. Using Boland and Collopy’s (2004) conception of a sense-making manager, it proposes “how” nascent social entrepreneurs take actions and also proposes “what” specific activities they undertake for the development of the venture. A conceptual model proposing “what” it is that social entrepreneurs do and “how” they go about their activities affecting new venture development is tested using structural equation modeling. Preliminary support for the predictive capability of the model is encouraging, suggesting that practices based on design thinking may be further developed in order to advance theoretical understanding of the application of design thinking for social entrepreneurship.
This chapter focuses on practical considerations for organizations when endeavoring to invest in design, specifically how designers and their organizations should view…
This chapter focuses on practical considerations for organizations when endeavoring to invest in design, specifically how designers and their organizations should view their profession for the benefit of corporate innovation. Given the lack of consensus regarding what strategic design entails, the author interviewed strategic designers from across the United States to solicit their opinions on design thinking, strategic design, and design strategy, the relationship between those concepts, and how those concepts are, could be, and should be reflected in practice.
The overarching purpose of this chapter is to explore the relatively nascent profession of strategic design, from which the author distinguishes design strategy, as well as to provide guidance regarding how design and designers should be viewed and supported by the leadership of their organizations in order to fully empower them to support innovation. In addition, this chapter serves to better define the concepts of design thinking, strategic design, and design strategy. While design as a discipline is broad, for the sake of consistency, the author discusses design in the context of technological development and, in turn, in terms of human-computer interaction.
July 26, 1966 Restraint of trade — Master and Servant — Pension fund — Employees required to join pension fund — Provision that if employee engaged in “activity or occupation… in competition with or detrimental to… interests” of employers committee entitled to cancel rights and benefits — Whether provisions of fund part of terms and conditions of employment of salesman — Whether a covenant in restraint of trade — Whether unreasonable.
Unsustainable logging and illegal logging for domestic and international trade and trafficking continue to lead to deforestation. It is crucial that Sustainable…
Unsustainable logging and illegal logging for domestic and international trade and trafficking continue to lead to deforestation. It is crucial that Sustainable Development Goal 15 ‘Sustainably manage forests, combat desertification, halt and reverse land degradation, halt biodiversity loss’ is achieved to maintain the livelihoods of people and protect the planet. This is the case in Vietnam as well, where many people, including indigenous groups, rely on the forest for their survival. Drawing on semistructured interviews in Vietnam and a literature review, we investigate how the abuse of forest policies leads to human insecurity. From this, we propose solutions to (1) end unsustainable harvesting and illegal logging (SDG 15.7), (2) integrate the value of forests (culturally and economically) into national and local planning, the development process and poverty elimination strategies (SDG 15.9) and (3) improve the use of forest protection funding provided by international donors.
Organizations have become increasingly interested in developing their human resources. One tool that has been explored in this quest is mentoring. This has led to a surge…
Organizations have become increasingly interested in developing their human resources. One tool that has been explored in this quest is mentoring. This has led to a surge in mentoring research and an increase in the number of formal mentoring programs implemented in organizations. This review provides a survey of the empirical work on mentoring that is organized around the major questions that have been investigated. Then a conceptual model, focused on formal mentoring relationships, is developed to help understand the mentoring process. The model draws upon research from a diverse body of literature, including interpersonal relationships, career success, training and development, and informal mentoring. Finally, a discussion of critical next steps for research in the mentoring domain is presented.