so berichtet die Harvard Business Review:
“When it comes to design thinking, the bloom is off the rose. Billed as a set of tools for innovation, design thinking has been enthusiastically and, to some extent, uncritically adopted by firms and universities alike as an approach for the development of innovative solutions to complex problems. But skepticism about design thinking has now begun to seep out onto the pages of business magazines and educational publications.
The criticisms are several: that design thinking is poorly defined; that the case for its use relies more on anecdotes than data; that it is little more than basic commonsense, repackaged and then marketed for a hefty consulting fee. As some of these design thinking concepts have sloshed into the world of policy, and social change efforts have been re-cast as social innovation, the queasiness around the approach has also begun to surface in the field of public policy.
However, most critics have missed the main problem with design thinking. It is, at its core, a strategy to preserve and defend the status-quo — and an old strategy at that. Design thinking privileges the designer above the people she serves, and in doing so limits participation in the design process. In doing so, it limits the scope for truly innovative ideas, and makes it hard to solve challenges that are characterized by a high degree of uncertainty — like climate change — where doing things the way we always have done them is a sure recipe for disaster.
A New Name for an Old Method
To understand why design thinking is fundamentally conservative, it’s important to look at its antecedents.”
Lesen Sie den ganzen Artikel in der September Ausgabe “Technology & Innovation” von Harvard Business Review.