The sweet spot for Design Thinking - a study on how Design Thinking can be implemented and used by consultants in NNIT
Author
Rasmussen, Mette Juhl
Term
4. term
Publication year
2019
Submitted on
2019-05-29
Pages
55
Abstract
Denne kandidatafhandling undersøger, hvordan Design Thinking kan implementeres og anvendes af konsulenter i NNIT’s afdeling Digital Together, og hvordan en ny problemløsningsmetode kan passe ind i deres eksisterende arbejdsgange. Med udgangspunkt i den stigende udbredelse af designmetoder uden for traditionelle designmiljøer og en mangel på empiriske studier i organisatoriske sammenhænge, adresserer afhandlingen spørgsmålet: Hvordan arbejder konsulenterne i dag, og hvordan kan Design Thinking blive en del af deres fremtidige praksis? Studien bygger på en kvalitativ, pragmatisk undersøgelse i den konkrete organisatoriske kontekst og indsamlede data via semistrukturerede interviews og en Future Workshop. Resultaterne peger på tre nøgleelementer for at muliggøre implementering: (1) ledelsesmæssig opbakning med klare formål, konkrete anvisninger for hvordan og hvornår Design Thinking skal bruges, samt allokeret tid til læring og anvendelse; (2) et fælles repertoire og en fælles forståelse af Design Thinking, som også kan bruges til at skabe værdi og legitimitet over for kunder; og (3) organisatorisk tilpasning til en iterativ arbejdsform og en bevidst afvikling af en kultur, der bevæger sig for hurtigt mod “løsningsmode”. Afhandlingen konkluderer, at der ikke findes én endelig løsning—problemet er “wicked” af natur—og anbefaler yderligere etnografisk forskning for dybere indsigt i praksis og for at præcisere, hvor Design Thinking skaber størst værdi.
This master’s thesis examines how Design Thinking can be implemented and used by consultants in NNIT’s Digital Together department, and how a new problem-solving approach can fit their existing ways of working. Motivated by the growing use of design methods beyond traditional design settings and a lack of empirical studies in organizational contexts, the study asks: How do consultants currently work, and how can Design Thinking become part of their future practice? The research adopts a qualitative, pragmatic inquiry in the specific organizational setting, collecting data through semi-structured interviews and a Future Workshop. Findings highlight three enabling elements for implementation: (1) managerial support with clear purposes, concrete guidance on how and when to use Design Thinking, and dedicated time for learning and application; (2) a shared repertoire and common understanding of Design Thinking to support internal use and client-facing value; and (3) organizational accommodation of an iterative process and a deliberate shift away from a culture that rushes into “solution mode.” The thesis concludes that there is no single definitive solution—the issue is a wicked problem—and calls for further ethnographic research to deepen understanding of practice and pinpoint where Design Thinking creates the most value.
[This summary has been generated with the help of AI directly from the project (PDF)]
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