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2:00pm - 3:40pm
Co-creating a visual thesaurus for the role of design thinking in management decision making.
1University of Toronto, Canada; 2University of British Columbia
Aim of the workshop: To engage design researchers, scholars and practitioners in exposing the epistemological challenges and opportunities associated with ‘design thinking’ in management and leadership contexts. Both academic and practitioner participants will be guided through a series of visual thinking and design techniques to develop concept maps and a visual thesaurus for ‘design thinking’ and design-related terminologies within the management discourse. The outputs generated from the workshop will reflect a multidisciplinary understanding of the subject for knowledge translation and future research initiatives (along with a published visual artefact in the conference proceedings).
Proposed Outline and Format: 90-minute workshop (reflecting a design research session)
The workshop will first present a set of proposed theories and practices of the evolution of design thinking and its role within a mixed economy system (30 min). The facilitators will present design prompts and probes to critically explore and capture the participants’ diverse visual and semantic views on design thinking in relation to management (30 min). Participants will then be guided to co-create a visual thesaurus of ‘design thinking’ and also a concept map of its origins, with a focus on its future direction (30 min).
Participants: 12 minimum; 40 maximum
Participant benefits: Participants will benefit from contributing their a priori knowledge of design-related terminology, to the workshop resulting in two co-designed artefacts – a visual thesaurus and a concept map. They will also be introduced to visual thinking techniques such as visual thesaurus and concept mapping. Participants will also receive a final graphical representation of the collective output generated from the workshop.
This workshop proposes both an active learning experience and action research framework, to gain a deeper understanding of design thinking’s perceived meaning and value in relation to managerial decision-making. Furthermore, the artefacts (i.e. visual models) generated from this workshop aim to inspire more research on the use and value of visual models in design-based decision studies.
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