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Leadership, Design Thinking and Messy Institutions

In: Putting Design Thinking to Work

Author

Listed:
  • Steven Ney

    (T-Systems International)

  • Christoph Meinel

    (University of Potsdam)

Abstract

This chapter takes a step back from the fray of cultural change to contemplate how these transformations are likely to impact on management and organisational strategy. This chapter discusses the leadership challenges that emerge from the cultural transformations that Design Thinking brings about. It looks at the impacts of Design Thinking on organizational structures, organizational actors as well as the way people interact with these new structures. Based on this analysis, the chapter identifies three central management challenges: enabling collaboration among more autonomous Design Thinking teams, making-sense of and dealing with increased ambiguity and uncertainty, as well as promoting critical, yet constructive conflict. The chapter also provides an overview over the preconditions for leaders to effectively face these management challenges.

Suggested Citation

  • Steven Ney & Christoph Meinel, 2019. "Leadership, Design Thinking and Messy Institutions," Understanding Innovation, in: Putting Design Thinking to Work, chapter 0, pages 147-167, Springer.
    • Handle: RePEc:spr:undchp:978-3-030-19609-7_7
    DOI: 10.1007/978-3-030-19609-7_7
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