• Steven Ney
  • Christoph Meinel
Part of the Understanding Innovation book series (UNDINNO)


This chapter introduces the reader to the argument and the structure of the book. Essentially, the book is both a conceptual and empirical exploration into the way the methods and mindsets of design thinking can help transform large organisations. Before embarking upon that journey, this chapter outlines our conception of ‘design thinking’. We understand design thinking as being a way of mobilising the skills, experience and knowledge of small teams to tackle complex and uncertain challenges. The introduction concludes with a brief overview of each chapter.


  1. Brown, T. (2008). Design thinking. Harvard Business Review, 86(6), 84–95.Google Scholar
  2. Buchanan, R. (1992). Wicked problems in design thinking. Design Issues, 8(2), 5–21.CrossRefGoogle Scholar
  3. Cooper, R., Junginger, S., & Lockwood, T. (2009). Design thinking and design management: A research and practice perspective. Design Management Review, 20(2), 46–55.CrossRefGoogle Scholar
  4. Cross, N. (2006). Designerly ways of knowing. London: Springer.Google Scholar
  5. Cross, N. (2011). Design thinking: Understanding how designers think and work. New York: Bloomsbury Academic.CrossRefGoogle Scholar
  6. Curedale, R. (2013). Design research methods: 150 ways to inform design. Topanga, CA: Design Community College Inc.Google Scholar
  7. Dorst, K. (2015). Frame innovation. Boston, MA: MIT Press.CrossRefGoogle Scholar
  8. Douglas, M. (1987). How institutions think. London: Routledge and Kegan Paul.Google Scholar
  9. Hassi, L., & Laakso, M. (2011). Conceptions of design thinking in the management discourse. European Academy of Design Biannual Conference, Porto, PortugalGoogle Scholar
  10. Johansson-Sköldberg, U., Woodilla, J., & Çetinkaya, M. (2013). Design thinking: Past, present and possible futures. Creativity and Innovation Management, 22(2), 121–146.CrossRefGoogle Scholar
  11. Kelley, T., & Kelley, D. (2013). Creative confidence: Unleashing the creative potential within us all. New York: Crown Business.Google Scholar
  12. Kimbell, L. (2011). Rethinking design thinking: Part I. Design and Culture, 3(3), 285–306.CrossRefGoogle Scholar
  13. Kolko, J. (2010). Exposing the magic of design: A practitioner’s guide to the methods and theory of synthesis. Oxford: Oxford University Press.CrossRefGoogle Scholar
  14. Liedtka, J., & Bennett, K. B. (2013). Solving problems with design thinking: 10 stories of what works. New York: Columbia University Press.Google Scholar
  15. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.CrossRefGoogle Scholar
  16. Martin, R. L. (2009a). The design of business: Why design thinking is the next competitive advantage. Boston, MA: Harvard Business Press.Google Scholar
  17. Martin, R. L. (2009b). The opposable mind: Winning through integrative thinking. Boston, MA: Harvard Business Press.Google Scholar
  18. Mulgan, G., Tucker, S., Ali, R., & Sanders, B. (2007). Social innovation: What it is, why it matters and how it can be accelerated. Oxford: Skoll Centre for Social Entrepreneurship.Google Scholar
  19. Ney, S. (2009). Resolving messy policy issues. London: Earthscan.Google Scholar
  20. Ney, S., & Verweij, M. (2015). Messy institutions for wicked problems: How to generate clumsy solutions? Environment and Planning C: Government and Policy, 33(6), 1679–1696.CrossRefGoogle Scholar
  21. O’Reilly, C., & Tushman, M. (2013). Organizational ambidexterity: Past, present and future. The Academy of Management Perspectives, 27(4), 324–338. Scholar
  22. Plattner, H., Meinel, C., & Leifer, L. (2012). Design thinking research: Measuring performance in context. Berlin: Springer Science & Business Media.CrossRefGoogle Scholar
  23. Plattner, H., Meinel, C., & Leifer, L. J. (2014). Design thinking research: Building innovators. Cham: Springer.Google Scholar
  24. Rittel, H., & Webber, M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4, 155–169.CrossRefGoogle Scholar
  25. Tschepe, S. (2017). Mindset? Process? Method? A comprehensive descriptive model for design thinking. Retrieved May 2, 2017, from
  26. Verweij, M., Douglas, M., Ellis, R., Engel, C., Hendriks, F., Lohmann, S., Ney, S., Rayner, S., & Thompson, M. (2006). Clumsy solutions for a complex world: The case of climate change. Public Administration, 84(4), 817–843.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Steven Ney
    • 1
  • Christoph Meinel
    • 2
  1. 1.T-Systems InternationalBerlinGermany
  2. 2.Hasso Plattner InstituteUniversity of PotsdamPotsdamGermany

Personalised recommendations