Design Thinking as a Boundary Object for Innovation Capability

Why It Matters

Understanding Design Thinking not as a rigid methodology but as an adaptable approach allows organizations to leverage its principles to foster innovation. This perspective is crucial for designers and researchers aiming to integrate creative processes into broader business strategies and to build robust innovation ecosystems.

Key Finding

Companies use Design Thinking in diverse ways, but its application is linked to key elements of innovation capability, suggesting it can serve as a unifying concept that bridges different organizational aspects.

Key Findings

• There is significant variation in the understanding and application of Design Thinking across organizations.
• Design Thinking's use aligns with established innovation practices related to resources, processes, mindset, and strategic intent.
• Design Thinking can be conceptualized as a 'boundary object' that bridges different organizational functions and perspectives.

Research Evidence

Aim: To understand how Design Thinking is used in practice and its role in building innovation capabilities within large organizations.

Method: Empirical studies of companies claiming to use Design Thinking.

Procedure: The research involved empirical studies of companies that reported using Design Thinking. The aim was to analyze how the concept was understood and applied in their innovation processes and how these applications related to the development of their innovation capabilities.

Context: Organizational innovation and capability building in large firms.

Design Principle

Design Thinking as a boundary object can facilitate innovation by integrating diverse practices and fostering a shared understanding across different organizational domains.

How to Apply

When implementing Design Thinking, focus on how its principles and practices can be adapted to connect different teams, resources, and strategic goals within the organization, rather than adhering to a single prescribed method.

Limitations

The study focuses on large firms and may not fully represent the application of Design Thinking in smaller organizations or different sectors. The 'performative' perspective emphasizes context, which can make direct comparisons challenging.

Student Guide (IB Design Technology)

Simple Explanation: Design Thinking isn't just one way of doing things; it's a flexible idea that helps different parts of a company work together better to create new things.

Why This Matters: This research shows that Design Thinking is more than just a set of tools; it's a way to build a company's ability to innovate by connecting different ideas and people.

Critical Thinking: How might the 'boundary object' nature of Design Thinking be both a strength (flexibility) and a weakness (potential for dilution or misinterpretation) in fostering innovation?

IA-Ready Paragraph: The concept of Design Thinking, as explored by Carlgren (2013), can be understood as a 'boundary object' that facilitates the development of innovation capabilities within organizations. This perspective highlights its adaptability, allowing it to bridge diverse practices, resources, and mindsets, thereby fostering a more integrated approach to innovation rather than a rigid methodology.

Project Tips

• When discussing Design Thinking in your project, emphasize its adaptability and how it can bridge different disciplines or user groups.
• Consider how your chosen Design Thinking approach acts as a 'boundary object' connecting your design process to user needs or business objectives.

How to Use in IA

• Reference this study when discussing how Design Thinking can be a flexible framework for innovation, especially when exploring its role in connecting different aspects of a design project or organizational strategy.

Examiner Tips

• Demonstrate an understanding that Design Thinking is not a monolithic process but can be adapted and interpreted differently depending on the context and organizational goals.

Independent Variable: Use of Design Thinking principles and practices.

Dependent Variable: Development of innovation capabilities (e.g., resources, processes, mindset, strategic intent).

Controlled Variables: Organizational size, industry sector, existing innovation culture.

Strengths

• Provides a nuanced view of Design Thinking beyond a simple toolkit.
• Connects Design Thinking to established innovation capability theory.

Critical Questions

• In what specific ways does Design Thinking act as a 'boundary object' in different organizational contexts?
• What are the potential risks of viewing Design Thinking primarily as a boundary object, and how can these be mitigated?

Extended Essay Application

• Investigate how a specific Design Thinking framework is adapted and used across different departments in a company to achieve a common innovation goal.
• Analyze the role of Design Thinking as a mediator in collaborative innovation projects involving external partners.

Source

Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities · Chalmers Publication Library (Chalmers University of Technology) · 2013