Design thinking workshops: a way to facilitate sensemaking and idea development across organizational levels

Rauth, Ingo; Nabergoj, Anja Svetina

doi:10.4337/9781783476503.00026

Cited by 3 publications

(5 citation statements)

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“…To adopt a design thinking mindset and methodology, they need to make sense of design thinking practices within their organizations. The LG Academy initiative invested in strategies to facilitate individual sensemaking (Cristofaro, 2021) instead of addressing sensemaking across organizational structures (Rauth & Nabergoj, 2016). The training program targeted R & D engineers who were eager to acquire innovation skills because they lacked the customer-oriented mindsets and tools to effectively deliver commercially profitable outcomes.…”

Section: Sensemakingmentioning

confidence: 99%

“…pointed out resistance to iterating the design process as a bottleneck that hinders novices' adoption of design thinking mindsets during boot camps. Also, based on workshop observations,Tarja & Heli (2013) explored how non-designers make sense of design methods in their organizational contexts Rauth & Nabergoj (2016). claimed that sensemaking could foster idea development across organizational levels.…”

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confidence: 99%

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Design process of live-action video instructions

Eriksson,

Skagert,

Ekwall

2023

Expanding the Frontiers of Design

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Section: Sensemakingmentioning

confidence: 99%

mentioning

confidence: 99%

Design process of live-action video instructions

Eriksson,

Skagert,

Ekwall

2023

Expanding the Frontiers of Design

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show abstract

“…Third, capitalizing on creativity is a multi-player game (Mørk and Hoholm, 2016), in which the ability to observe the scene from different angles is essential. Leaders must understand and receive instruction in their role as facilitators, employing different ideawork methods, including agile and design-based thinking (Rauth and Nabergoj, 2016). Fourth, leaders must construct working environments that inspire employees to demonstrate and reach for their highest proactive potential (Hudovernik, Škerlavaj, and Černe, 2016).…”

Section: Leading High-potential Creative Ideas To Innovationmentioning

confidence: 99%

Chapter 11: From Creativity to Innovation:

Škerlavaj¹

2018

At the Forefront, Looking Ahead

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Creative ideas fuel modern organizations and are increasingly salient in times of change. However, novelty-one defining characteristic of creative ideas-is associated with risk. That being said, highly creative ideas tend to represent the most potential, relative to the value they add to organizations and their members. How can leaders increase the odds of successfully transforming high-potential creative ideas into innovative realities? This chapter reviews the most current research findings on optimizing high-potential creative ideas to render the innovation advances they promise. It summarizes and exemplifies the following four leadership lessons: 1) change agents, 2) supportive leadership, 3) integrating multiple perspectives from assorted stakeholders, and 4) facilitating creative employee behavior in the workplace. Research suggests that effectively capitalizing on high-potential ideas in organizational settings requires active leadership that involves a mastery of the competencies of relevant change agents, as the development of new ideas requires rigorous in-context management of the change process. Leaders need to show two-dimensional support of tasks and individuals, not only to provide resources and assistance as needed, but also to facilitate proactive behaviors by challenging employees to depart from the status quo. The successful leader, above all, recognizes that capitalizing on creativity is a social process that requires contributions from multiple viewpoints, and that various stakeholders need to be involved.

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“…Использование творческого потенциала -это «многопользовательская игра» [14], в которой очень важна возможность наблюдать за сценой с разных углов зрения. Лидеры должны понимать и получать инструкции о своей роли фасилитаторов, используя различные методы работы с идеями, в том числе гибкое мышление и мышление, основанное на дизайне [16].…”

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“…В своем исследовании глобальной компании по производству потребительских товаров И. Раут и А. Набергой [16] описывают дизайн-мышление руководителя как многосторонний процесс осмысления для извлечения выгоды из перспективных идей. На этом пути идеи нуждаются в оценке заинтересованными сторонами (включая стейкхолдеров), которые часто придерживаются противоположных взглядов.…”

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Creativity as a Key Characteristic of a Modern Leader

Ten

2023

jour

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In the conditions of increasing competition in international business, leaders with creative thinking, capable of generating and implementing creative ideas, are becoming more and more in demand. A modern leader who brings creative ideas to life is able to lead his team to high effective results. Hence, the purpose of the study is formulated as an analysis of understanding the role of a leader in an organization who can influence the team to generate creative ideas. In the course of solving the problem, the author carried out a theoretical analysis of literary sources, summarized foreign scientific experience. The main conclusion of the study: the effective use of promising ideas in organizational conditions requires active leadership, which includes mastering the competencies of the relevant agents of change, since the development of new ideas contributes to more effective management of the process of change. The manager must provide not only psychological support to his subordinates in terms of their implementation.

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Design thinking workshops: a way to facilitate sensemaking and idea development across organizational levels

Cited by 3 publications

References 0 publications

Design process of live-action video instructions

Design process of live-action video instructions

Chapter 11: From Creativity to Innovation:

Creativity as a Key Characteristic of a Modern Leader

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