The Economic Times summarizes a new book by Robert Sutton and Jeffrey Pfeffer due to be released in early 2006. Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting From Evidence-Based Management. What stands out is this articulation of design thinking,
"Design thinking is one of enlightened trial and error wherein one observes the world, identifies the patterns of behaviour, generates ideas, gets feedback, repeats the process, and keeps on refining."
The article goes on to talk about the importance of bringing attributes of design thinking to corporate strategy and approaching an organization like an unfinished prototype. Sutton says that the prototyping process is inherently design thinking. Once a promising idea has been spotted, one can build on it by a drawing, model or film that describes a product, system or service. These models need not be perfect, as the goal is to elicit feedback, and then rebuild. That's exactly how product design takes place and how organisations, too, can develop their strategy. When one rapidly prototypes, one is actually beginning to build the strategy. Organisations can then unlock one of their most valuable assets - people's intuitions.
Read the full article.
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