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Solving Problems with Design Thinking: Ten Stories of What Works Page xii (13 of 233)
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Preface
richness of the ways in which design thinking tools and approaches
were being used to innovate around a varied and important set
of problems and opportunities were impressive. So we tossed out
our original plans for Phase 2 of the study, which had focused
on identifying the variables that would indicate the prevalence
of design thinking in organizations that we could use to survey a
larger and more diverse group of people. Instead, we opted to go
the best practice route—to do a deep dive into situations where
design thinking was working, sometimes despite the politics going
on around it but more often because these forward-thinking orga-
nizations were doing it right.
In the end what we discovered was so inspiring that we decided
to write this book, in the hope that we could help the people we
cared most about—managers and designers—see new possibilities
to break through inertia and politics to use design thinking to
accomplish the things we believed it was capable of, if we could
only get it into the right hands.
And now maybe we’re ready to go back and try that survey as
Phase 3 . . .
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