Design Thinking

A pale circle of four dark numbered nodes labeled Idea, Build, Launch and Learn, with two green arcs looping between Idea and Learn.
Kadoictin, via Wikimedia Commons (CC BY-SA 4.0)
The book traces design thinking back to the concept of wicked problems, then critiques its corporate simplification into a rigid, linear five-step process, citing Natasha Jen's and IDEO's own concerns that this packaging strips out the deep research and rigor of genuine design thinking.
The book frames Design Thinking first through its lineage of 'wicked problems' — a concept 'first named by Rittel and Webber in planning theory, but brought powerfully into design thinking by Richard Buchanan back in the 90s.' It then critiques Design Thinking's corporate afterlife as a 'glorified procedure': the 'corporate co-option of "Design Thinking"' that was 'widely marketed and simplified into a linear, five-step process (e.g., Empathize, Define, Ideate, Prototype, Test)... sold to corporations as a universal panacea for innovation,' a packaging the book ties to Natasha Jen's influential critique that the formulaic approach 'bypasses the deep research, critical thinking, and rigorous iteration that constitute genuine design thinking.' The same pattern is described for IDEO's own formalized practice, whose 'simplification into a rigid, linear methodology for non-designers has, at times, led to superficial application and a disconnection from its original depth and ethical grounding.'

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Methods

In the Framework

  • Wicked Problems · problem type
  • Procedures Component
  • Glorified · variable
  • Design's Core
  • Outcomes Component

In the book

  • Chapter 1, section 008 · Wrestling with Wickedness: The Tangled Knots of Now
  • Chapter 2, section 015 · Engaging the Past: A Critical Inheritance
  • Chapter 13, section 134 · Variables
  • Chapter 16, section 158 · Core Dimension

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Methods