Four Meta-Strategies for Design Thinking in Organizations

1. The Power of “In A Sense”:
Topical Thinking For Organizations
October 29, 2013
Progressive Insurance, Studio 96
Kipum (Kip) Lee
Instructor & Doctoral Candidate
Weatherhead School of Management
Case Western Reserve University

2. © 2013 Kipum Lee, personal collection

3. “ What solid systems and SOPs do is nip common
problems in the bud so that staff can focus
instead on solving the uncommon problems that
come their way.”
Mr. Marriott

4. “ And by providing a stable background in which
human activity may proceed with a minimum of
decision-making most of the time, it frees
energy for such decisions as may be necessary
on certain occasions. In other words, the
background of habitualized activity opens up a
foreground for deliberation and innovation.”
Berger & Luckmann

5. Common
or
Uncommon

6. Background
or
Foreground

7. Left brain
or
Right brain

8. http://adsoftheworld.com/media/print/mercedes_benz_left_brain_right_brain_paint

9. Left brain
or
Right brain

10. Left brain
and
Right brain

11. http://www.businessweek.com/articles/2013-09-26/b-schools-are-starting-to-look-more-like-d-schools

12. B-school
and
D-school

13. B-school
is in a sense
B-school
and
D-school

14. Management
and
Design

15. Design
Management
Management
and
Design

16. Designing
Management
Managing
and
Design

17. Four ways of integrating the:
Left
and
Inspired by Richard McKeon’s essay, “The Future of the Liberal Arts”
Right

18. 1. What are data?
Facts
and
Values

19. Values
Facts
Facts
and
Values

20. Values
Facts
Cultivate an environment
that invites a multiplicity of
interpretations; data is not
unambiguous
Facts
and
Values

21. Values
Facts
Cultivate an environment
that invites a multiplicity of
interpretations; data is not
unambiguous
Facts
and
Values
Find data that has not yet
been detected by the
organization, a.k.a. “the
unexpected,” or insight

22. © 2013 Kipum Lee, personal collection

23. 2. What is your product?
Already existing
and
Yet to be made

24. Yet to be made
Already existing
Already existing
and
Yet to be made

25. Yet to be made
Already existing
Have to be open to new
expressions of product
that fit new situations yet
sustain the essence
Already existing
and
Yet to be made

26. Yet to be made
Already existing
Have to be open to new
expressions of product
that fit new situations yet
sustain the essence
Already existing
and
Yet to be made
Consider the taken-forgranted “products” in
system, destabilize them,
looking for possibility

27. http://i1.ytimg.com/vi/ksC9rMcpjHE/maxresdefault.jpg?feature=og

28. http://www.advancedaquarist.com/blog/ge-adventure-series-ct-scanners

29. 3. What are consequences of your product?
Here-and-now
and
Indirect

30. Indirect
Here-and-now
Here-and-now
and
Indirect

31. Indirect
Here-and-now
Understand the value of
indirect interactions as
they have potential to
impact direct interactions
Here-and-now
and
Indirect

32. Indirect
Here-and-now
Understand the value of
indirect interactions as
they have potential to
impact direct interactions
Here-and-now
and
Indirect
Figure out ways to fuse
the “human touch” in
artificial things, e.g. digital
products and touchpoints

33. © 2013 Kipum Lee, personal collection

34. 4. Why do your products exist?
Parts
and
Wholes

35. Wholes
Parts
Parts
and
Wholes

36. Wholes
Parts
Move from abstract
principles of organization
to the realm of concrete
in lived experience
Parts
and
Wholes

37. Wholes
Parts
Move from abstract
principles of organization
to the realm of concrete
in lived experience
Parts
and
Wholes
Organizations are
products, products are
principles; how might we
think in “themes”?

38. http://thelostcoaster.files.wordpress.com/2010/08/moreys-jumbo-jet-bw.jpg

39. http://www.extravaganzi.com/wp-content/uploads/2010/03/Wizarding-World-of-Harry-Potter-Harry-Potter-Theme-Park-1.jpg

40. © 2013 Kipum Lee, personal collection

41. Facts
Values
Already existing
Yet to be made
and
Here-and-now
Indirect
Parts
Wholes

42. Thanks!
KML61@case.edu
http://placesofdesign.com
Twitter: @kipum