Design thinking has proven over again to be effective across industries. It has enabled innovation across products, services and systems. However, designers are often challenged by non-designer counterparts when implementing new ways of working. This thesis focuses on the roles of designers as well as organizational structures in onboarding non-designers to design thinking. This research found a combination of supportive action from top management, education, and appropriate communication by designers play a role in effectively helping non-designers to use design thinking. However, breaking down systemic barriers to allow the aforementioned factors to exist is also crucial, such as: reducing hierarchical power, avert individual based evaluation and avoid requiring inflexible, predetermined tangible outcomes.
Il design thinking ha dimostrato più volte la sua efficacia in tutti i settori. Ha permesso di innovare prodotti, servizi e sistemi. Tuttavia, i designer sono spesso messi in difficoltà da controparti non designer quando implementano nuovi modi di lavorare. Questa tesi si concentra sui ruoli dei progettisti e sulle strutture organizzative nell'inserimento dei non progettisti nel design thinking. La ricerca ha rilevato che una combinazione di azioni di supporto da parte del top management, di formazione e di comunicazione appropriata da parte dei designer gioca un ruolo importante nell'aiutare efficacemente i non-designer a utilizzare il design thinking. Tuttavia, è fondamentale anche abbattere le barriere sistemiche che permettono l'esistenza dei fattori sopra citati, come ad esempio: ridurre il potere gerarchico, evitare la valutazione individuale ed evitare di richiedere risultati tangibili inflessibili e predeterminati.
Thinking legitimacy. From onboarding non-designer counterparts to uncovering organizational structures
Dubus, Elisabeth
2021/2022
Abstract
Design thinking has proven over again to be effective across industries. It has enabled innovation across products, services and systems. However, designers are often challenged by non-designer counterparts when implementing new ways of working. This thesis focuses on the roles of designers as well as organizational structures in onboarding non-designers to design thinking. This research found a combination of supportive action from top management, education, and appropriate communication by designers play a role in effectively helping non-designers to use design thinking. However, breaking down systemic barriers to allow the aforementioned factors to exist is also crucial, such as: reducing hierarchical power, avert individual based evaluation and avoid requiring inflexible, predetermined tangible outcomes.File | Dimensione | Formato | |
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https://hdl.handle.net/10589/190616