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International Journal of Design Vol. 11 No. 2 2017

Capturing the Value of Design Thinking in Different Innovation Practices

Appendix

Appendix A. Grouping design activities.

Design activity card described on card

Design activity as described in literature

Dare to take risks to be innovative

• Asks for forgiving afterwards rather than permission before

Alternate between a diverging and

converging approach

•

Has a ‘breath-ﬁrst’ approach

• Uses a process of diverging and converging to come to a solution

• Uses a process of divergent (create choices) and convergent thinking (make choices)

Build on another’s ideas

• Uses brainstorming to come up with new ideas

• Builds on one another’s ideas

4,5

Balance desirability, viability and feasibility/

Transfer the innovation brief into consumer

value and market opportunity

• Balances desirability, viability and feasibility and converts this into customer value and market opportunity

Integrate the knowledge bases of different

disciplines

• Is able to integrate different ‘design spaces’

Find inspiration in the complexity of the in-

novation project

• Uses the complexity of a design project as a trigger for creativity

Use the innovation project as a learning

experience

• Has a focused and directed approach to gathering problem information and prioritizing criteria

• Learns towards a design solution

• Uses qualitative research to learn from the lives of others and incorporate this learning into their projects

Iterate between design problem and its

solution

• Is able to move between ‘design spaces’ that all consist of a part of the design problem/solution

• Uses solution conjectures as means for developing their understanding of the problem

• Uses proposed solutions as reminder for issues that need to be considered

• Creates a matching problem and solution pair

• Builds a bridge between problem and solution

Let the design problem and solution

co-evolve

• Is solution focused

• Sees the connectedness between problem and solution

• Uses drawings for exploration of problem and solution together

• Let the design problem and solution co-evolve

Engage and empathize with users

• Engages and empathizes with users

• Are skilled observers

Make sense of user needs

• Is user-centred

• Uses empathic abilities to observe the people they design for

• Uses scenario’s to keep stakeholders at the center of the idea

• Makes sense of user needs

Convert (user) needs into added value

• Converts needs into demands

• Translates observations into insights and insights into products and services

Co-create with users

• Co-creates with users

Deal with changing rules, criteria and/or

incomplete information

• Sees contradicting requirements as a welcome surprise

• Uses contradicting requirements as a tool for creativity

• Is used to work with incomplete information

• Is able to deal with constantly changing rules and criteria

• Provides the criteria on which a design is judged

Deal with uncertainty

• Is able to deal with uncertainty

• Tolerates uncertainty

Use sparring with people as sources of

inspiration

• Is able to use the different perspectives of the stakeholders for making a good design

• Consults colleagues for gathering information about the design problem

• Sees nonlinear and multidirectional relationships as a source of inspiration

Continue to be inspired by adding

information to the innovation project

• Is constantly generating new tasks and goals

• Is constantly adding new information to the project to arrive at a unique solution

• Is actively looking for new data points

Look at the innovation project from different

points of view

• Is able to look at the design project from different angles

• Uses alternative proposals to test a particular idea

Create knowledge through interaction and

inquiry

• Uses abductive reasoning to orient the context of the design project

• Creates new knowledge through interaction and inquiry

•

Asks the ‘why’ question to reframe the problem and to redeﬁne constraints