Tuesday, October 20, 2009
For over a decade, design professionals have been extending their remit from the design of objects and buildings to the design of services, systems and environments. Their "design thinking" is now being imported to business school curricula. Magazines such as Business Week are promoting design-led innovation as essential for business. But businesses are not the only contexts that designers are now working in. In the most recent developments, a UN agency has worked with service innovation and design consultancy live|work. International design and innovation consultancy IDEO has produced a Human-Centred Design Toolkit for NGOs. Public service design group Participle has co-designed solutions to the challenges of ageing with older people themselves. One of them is a new social enterprise called Southwark Circle, now up and running and supported by Southwark Council. The NHS is bringing experience-based design to its service design and development. At a time when design thinking is reaching way beyond the design profession, it's time to take stock and ask: Is design thinking the way forward for solving complex "wicked" problems such as security and development? Can designers really design anything they turn their hands to? Are there limits to design thinking and, if so, what are they?
Speakers + panel
- Derek B Miller and Lisa Rudnick, Security Needs Assessment Protocol, United Nations Institute for Disarmament Research
- Daniel Dickens, Southwark Circle
- Jeff Masters, Commission Secretary, Commission on 2020 Public Services
- Joseph Harrington, Engine Group
- Alison Prendiville, London College of Communications
- Lucy Kimbell, Saïd Business School
Organised by Saïd Business School and London College of Communications
Graphic by Tony Pritchard
The limits of design: Designing for security and sustainable development
Weds 11 November 7-9pm
London College of Communications
Elephant and Castle, London SE1
To attend, please contact email@example.com with subject line 'Limits of Design'
We think we'll be able to create a podcast for distribution after the event
Monday, October 12, 2009
Seminar on Managing as Designing: What next?
Friday 30 October 3-5.30pm
Said Business School, University of Oxford
Scholars and educators have been revisiting Simon's (1969) claim that design is concerned with what should be, making it central to professional education in management. Since Boland and Collopy's "Managing as Designing" workshop (2002) at Case Western Reserve University, several other schools of management have started paying attention to design approaches, whether conceived of as a "design attitude" (Boland and Collopy 2004) or "design thinking" (Dunne and Martin 2006). Some oganisation scholars argue that management is a design science and that design should be brought to established disciplines such as organization design (eg van Aken 2005; Bate and Robert 2007; Jelinek et al 2008; Starkey et al 2009) and that design - rather than Simon's problem-solving - is central to innovation (eg Hatchuel 2001; Hatchuel and Weil 2009). This seminar asks: What are the key ideas that underpin these developments? What do they mean for management education and research?
Richard J Boland, Weatherhead School of Management, Case Western Reserve University
Blanche Segrestin, Ecole des Mines, Paris
Ken Starkey, Nottingham University Business School
Bruce Tether, Design London, Imperial College
Jenny Whyte, University of Reading
Chair and organizer
Lucy Kimbell, Said Business School
If you want to attend please email Esther Vicente to reserve a place at firstname.lastname@example.org. References will be available on the InSIS website shortly: http://www.insis.ox.ac.uk
Centre de Gestion Scientifique, Ecole des Mines http://www.cgs.ensmp.fr/
Design Innovation Research Centre http://www.personal.reading.ac.uk/~kcs07jw/projects.htm
Design London http://www.designlondon.net/
Ken Starkey http://www.nottingham.ac.uk/business/LIZKS.html
Weatherhead School of Management http://design.case.edu/
Jennifer Whyte http://www.icrc-reading.org/profile/detail.asp?ProfileID=77
Saïd Business School
University of Oxford
Park End Street
Oxford OX1 1HP
Bate, P. and Robert, G. (2007) Bringing user experience to healthcare improvement: The concepts, methods and practices of experience based design. Oxford: Radcliffe.
Boland, R., and Collopy, F. (2004). Design matters for management. In R. Boland, R. and F. Collopy (Eds.), Managing as designing (pp. 3-18). Stanford, CA: Stanford University Press.
Dunne, D., & Martin, R. (2006). Design thinking and how it will change management education: An interview and discussion. Academy of Management Learning & Education, 5(4), 512–523.
Elmquist, M. and Segrestin, B. (2009) Sustainable development through innovative design: Lessons from the KCP method experimented with an automotive firm. Int. J. Automotive Technology and Management, 9 ( 2), 229-244.
Ewenstein, B. and Whyte, J. (2009) Knowledge practices in design: The role of visual representations as epistemic objects, Organization Studies, 30, 1, 7-30.
Hatchuel, A. (2001) Towards design theory and expandable rationality: The unfinished programme of Herbert Simon. Journal of Management and Governance, 5 (3-4) 260-273
Hatchuel, A. and Weil, B. (2009) C-K design theory: An advanced formulation. Research in Engineering Design, 19, 181-192.
Jelinek, M., Romme, G., and Boland, R. (2008). Introduction to the special issue: Organization studies as a science for design: Creating collaborative artifacts and research. Organization Studies, 29(3), 317-329.
Starkey, K. Hatchuel, A. Tempest, S. (2009) Management research and the new logics of discovery and engagement. Journal of Management Studies, 46 (3), 547 -558.
van Aken, J. E. (2005). Management research as a design science: Articulating the research products of Mode 2 knowledge production. British Journal of Management, 16, 19-36.
Yoo, Y., Boland, R, Lyttinen, K. (2006) From Organization Design to Organization Designing, Organization Science, 17 (2), 215-229.