I would draw the parallel that design features these two behaviours and can

I would draw the parallel that design features these

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the willingness to experiment. I would draw the parallel that design features these two behaviours and can also be defined as a learning activity. The catalysts that Liedtka et al. studied are the equivalent of our design managers, but practising in non- design organizations. The catalyst individuals engage in what the authors term a virtuous cycle of mindset and behaviours that allows them to identify and pursue growth opportunities effectively for their businesses (Liedtka et al. 2009: 37 43). These are the same behaviours encouraged by design practice. As designers , operating managers can utilize a different toolkit that allows them to use resources more creatively and effectively to facilitate organic growth in their organizations. More importantly, Liedtka et al. examined whether such thinking and behaviour was innate or whether it could be taught, and they concluded that these were learnable strategies. Transformation in Progress: Design Blockers and Enablers Some examples follow of the mechanisms and dynamics that allow design to grow and thrive in the organization, as well as some things that prevent design from being successfully engaged and embedded. Despite best efforts to introduce a comprehensive plan of attack, design transformation programmes inevitably find early victories in some areas while running up against roadblocks in others. Organizational blockers and enablers can be either systemic or cultural. Enablers include: Adaptation of an organization-specific design methodology (as seen at the �� Australian Tax Office or Suncorp, two large organizations who have undertaken design transformation). Establishment of learning communities that bring together people from �� different parts of the organization. Support for cross-silo initiatives that bring together different disciplines. �� Recognition and rewards for learning-driven, not outcome-driven, behaviours. �� Demonstration projects that provide visibility and a forum for learning. �� High visibility for customers and robust research into customer experience. �� Management made accountable for design outcomes. �� Championship for the design cause at the executive level. �� Willingness to frame problems or opportunities in more open-ended ways. �� Design Practice in Organizations 199 While design generally needs to be introduced in a bottom-up, rather than a topdown fashion, it will never get its foot in the door without full endorsement from senior leadership. Most organizations familiar with culture change efforts will attest to the difficulty of mandating change. But when it is allowed to grow organically
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from within, using the example of early adopters and recognition and support from above, design culture can flourish. Blockers include: Lack of design leadership or a coherent programme for on-boarding design �� practices.
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