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Is Design Thinking trying to codify an artisan process which cannot be codified?

I am a designer, and published a book ‘Leading by Design‘, describing design thinking as a philosophy. During the launch of my book, one of the speakers expressed, in essence, the meaning of the Leading by design practice. I have paraphrased below the conclusion of his speech.

“… You could stay in the illusion square, in the ‘Pinot Grigio’ quarters. You could also take refuse at home and ‘close the hatches’, or you could discover the love in your heart. That drives the trust in life, and feeds the courage. This is what your book does. It is a book that says, let me encourage you. If you find that strength and if your children find that strength, you will be able to contribute to science, to exploration, to innovation, to humanity. Then you will not be a victim or the spectator of change, No… you will not suffer the change, you will CREATE the change.”  Jost stollmann

Design thinking is one way to flex the “being adaptive to change” muscle! It is not the only way. In my book ‘Leading by design’ I refer to the cynefin framework created by David Snowden, as a way to show that different situations need different ways of thinking. That the challenge for leaders is to being adaptive to what is required at any given situation.  There is no ‘one size fits all’ when it comes to leadership.

Please learn from David Snowden @cognitiveedge in Q&A on Leadership and Using Cynefin for Capturing Requirements

To design for an unknown future, to match unarticulated needs with unknown capabilities. It helps if you have developed the mindset of a designer. One who can see opportunities, listening to unarticulated customer narratives. It gives considerable competitive advantage when working with complex problems, and is going to be more and more important to create success in a complex and uncertain world.

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