Article

 

Two blind spots in design thinking Open Access Deposited

Downloadable Content

Download PDF
Download Adobe Acrobat Reader
Date Uploaded: 11/17/2017
Date Modified: 12/01/2017

From the 1980s, design thinking has emerged in companies as a method for practical and creative problem solving, based on designers’ way of thinking, integrated into a rational and iterative model to accompany the process. In companies, design thinking helped valuing creative teamwork, though not necessarily professional designers’ expertise. By pointing out two blind spots in design thinking models, as currently understood and implemented, this paper aims at shedding light on two rarely described traits of designers’ self. The first relies in problem framing, a breaking point that deeply escapes determinism. The second blind spot questions the post project process. We thus seek to portray designers’ singularity, in order to stimulate critical reflection and encourage the opening-up to design culture. Companies and organizations willing to make the most of designers’ expertise would gain acknowledging their critical heteronomy to foster innovation based on strong and disruptive visions, beyond an out-of-date problem solving approach to design.

Creator
License
Subject
Submitter
College
Department
Date Created
Publisher
Language

Digital Object Identifier (DOI)

Identifier: doi:10.7945/C2T97K
Link: http://dx.doi.org/10.7945/C2T97K

This DOI link is the best way for others to cite your work.

Relationships

In Collection:

Items

Permanent link to this page: https://scholar.uc.edu/show/2n49t1702