Old values are not challenged or people receive mixed

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Old values are not challenged, or people receive mixed messages about what �� kind of behaviours will be rewarded. Projects undertaken are not ambitious enough or are seen as remedial; they �� resemble solutions-in-search-of-problems or are simply too restrictive in scope. The business case process does not accommodate design. �� Falling back on consultative, not collaborative, ways of working. �� Higher-ups do not participate directly in design and expect to delegate their �� participation. Lack of funding and time allocation for adequate exploration and research. �� No support for knowledge creation beyond individual teams; no shared �� organizational learnings. A common mistake made in trying to install design practice is when design methods are translated into arbitrary stage-gate or TQM/Six Sigma-type processes. The biggest cultural challenge is to increase people s comfort level with ambiguity around problem solving. A good encapsulation of the type of cultural clash that organizations experience when traditional management practice meets design is related through Roger Martin s conception of reliability versus validity (Martin 2005). By analogy, business thinkers favour consistent outcomes (reliability), where design thinkers look for appropriateness or correctness of outcomes (validity). It is easy to see how each might label the other approach wrong. By taking into account the blockers and enablers of a successfully integrated organizational design capability, a picture of intrinsic value begins to emerge. These are the things that play a key role in making the organization a more humanistic enterprise. Conclusion Brand strategist Marty Neumeier has asked, if design is such a powerful tool, why aren t there more practitioners working in corporations? (Neumeier 2009: 26). It is 200 Design, Management and the Organization clear that both design and management fields have a strong interest in the ways that design thinking and practice can be adapted to the cultural context of the organization, but the success of embedding design has as much to do with organizations embracing design as it has to do with design embracing organizational challenges. Introducing design into an organizational context is no simple undertaking and much work remains in determining how this can best be done. Design has a great deal to offer as a counterpoint to management science but it is not a silver bullet and bringing design into organizations will require designers and managers alike to grapple with the limits and the appropriate uses of design thinking and practice. For designers this is a huge opportunity; it will vastly increase the relevance and value of the work that we
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do; it is a chance to move from twentieth- to twenty-first century design. In this chapter we have taken a closer look at the intrinsic benefits design has to bestow on organizational life and why design approaches offer critical value not only to the end products that organizations discharge into the world but, more essentially, to the success of organizational culture itself. The recent global economic crisis has shown us the deficit of moral and ethical practice in many organizations, and it
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