Seems clear that a human centred approach to value

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seems clear that a human-centred approach to value creation is now more appropriate than ever. Organizations that embrace the pursuit of becoming design organizations stand to benefit richly from a commitment to design thinking and practice, whether for the sake of developing a more innovative, productive culture or simply creating the type of environment where people feel valued and are enabled in creating value. Design is a worthwhile organizational endeavour if for no other reason that it allows people inside organizations recapture their interest, energy, motivation, and engagement through the humanizing influence of design. And while humanizing organizations would seem a noble purpose, it is also an eminently pragmatic one. Notes 1. In his book Drive, Daniel Pink cited two recent studies where financial incentives actually correlated with reduced performance (Pink 2009: 41) and that, furthermore, extrinsic rewards were shown to be effective for algorithmic (for example, formulaic, left- brained) tasks, but ineffective for right-brained tasks like problem solving, invention, or concept generation (Pink 2009: 46). Pink argues that it is intrinsic rewards which he characterizes as autonomy, mastery, and purpose that motivate people most effectively in job performance. 2. CEO tenure data available online from multiple sources, including Forbes.com and webershandwick. com (accessed 28 April 2009). 3. John Body, who served as Assistant Commissioner of Integrated Tax Design, has written at length about this project in Design Issues (2008: 55 67). It is worth noting that because of the AT O s success with this design transformation, the New Zealand Department of Inland Revenue has recently embarked on a similar programme of design transformation. 4. Jeanne Liedtka, in her essay, In Defense of Strategy as Design (2000: 8 30) proposes that design is a powerful analogy for strategy, cataloguing the key ingredients that they share. Design Practice in Organizations 201 Strategic thinking is (like design) synthetic, adductive, hypothesis-driven, opportunistic, dialectical and value-driven. From this perspective, strategy can be positioned as one of the purest forms of design thinking.
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