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Can we save the world by unblocking our creativity?

When was the last time you tried something new and failed? Did you feel proud of yourself then? You probably should have, because chances are that your failure was a sign of you pushing your creativity to the limit. And it takes a lot of guts to do so.

As IDEO founders David and Thomas Kelley point out in their book Creative confidence creativity means that you can imagine the way the world should be, believe in your capacity to make positive changes and be brave enough to take action (2013, p. 64). Creative thinkers discover new opportunities, think in variety of possibilities and take multiple perspectives into account. They experiment and operate against well known solutions and stereotypes. The plot twist? We all have what it takes to be a creative thinker (Kelley & Kelley 2013, p.4-6).

Creativity, like any other skill, can be trained (Kelley & Kelley 2013, p. 5-6; 30). The training program for your mind muscles are processes that these days goes by the name design thinking (see for example Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 69). These processes help to build empathic understanding, to find new perspectives and make sense of the world around us. Design thinking processes are human-centred, multidisciplinary, collaborative, optimistic and experimental (Tschimmel et al. 2015, p. 6; 72). Design thinking is also design doing: it always aims to produce something concrete and new to the world.

Stirring the status quo

Unfortunately many of us adults are too afraid of failure and the lost of appreciation of our peers to fully tap into our creative potential (Kelley & Kelley 2013, p. 6; 44; 53-55). We often see creativity as something that “the artistic” or “the innovative” types have. Because of these beliefs good ideas are left unshared and the unique solutions go undiscovered (Kelley & Kelley 2013, p. 62). 

In the future working life transversal skills such as creativity, collaboration skills and ability to take initiative are on high demand (Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 6). But using design thinking to unleash the full power of our creative capacity is not only a matter of skilled workforce. As the over 7 million people marching in the global Climate Strikes in September 2019 reminded us: there are no jobs on a dead planet.

climate-strike

The young climate activists are expressing their creative confidence in several ways when attending Climate March in Helsinki in September 2019.

The biggest challenges of our times are summarized in UN Agenda 2030 goals that are interlaced and overlap each other. Like in design thinking the needs of people are in the center of these goals: for example the need for a livable environment is fundamental. As many of these challenges are described as wicked problems, it is becoming increasingly clear that we can’t tackle the problems created by the current ways of living by continuing “business as usual” (see also Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 72). As the problems we are facing as humankind are getting more all-encompassing and complex, the need for human superpowers like empathy and creativity is ever increasing.

So where do I start?

Not all of us are educational leaders or politicians who have the power to disrupt systems teaching us how to think and behave. Luckily, as we have established, everyone can make a difference. Here are some of the tips from the experts that we can try in our everyday life to unblock the creative superpowers within us and the others around us:

  • Try until you fail and push others to try too. Learning cycles including failure are an essential part of unblocking creativity. You can think that if you haven’t failed yet, you weren’t reaching far enough. Try to create opportunities for those around you to fail as well in a supportive environment. Start by failing small and aim for massive failures as your creative confidence increases.
    (Kelley & Kelley 2013, p. 50-53; Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 7; 72.)

  • Label your next great idea as an experiment and let everyone know that you’re just testing it out. Make sure that the people around you know that you only have reasonable hope for success and the whole point is what you can learn from the failure if and hopefully when it happens. (Kelley & Kelley 2013, p. 47; 50.)

  • Pay attention and intervene when someone around is feeling insecure or undervalued. Keep in mind that insecurity isn’t always a sign for lack of skills or experience. Perfectionism can be crippling if we think that being and expert means excelling without a flaw. Fight these feelings of insecurity by always giving credit when credit is due. Remember to give credit from trying and failing as well, not only succeeding. (Kelley & Kelley 2013, p. 57; 61-63.)

  • Start keeping an idea journal. It doesn’t matter whether you write, draw or dictate your ideas. Create a way to have a way to store you ideas right away no matter where you are, because even the greatest ideas might be fleeting.
    (Kelley & Kelley 2013, p. 216-218.)

  • Remember that creative processes are collaborative processes. Share your ideas, ask for help and take care of your social support system. (Kelley & Kelley 2013, p. 58; Tschimmel et al. 2015, p. 72.)

Enjoy creating, embrace failing!

 

The writer is a career counsellor venturing in the world of design thinking. She failed yesterday with a new veggie stew recipe, but is determined to try again (much to her family’s horror).

Sara Peltola
@Sara_Peltola

 

REFERENCES:

Kelley, D. & Kelley, T. 2013. Creative Confidence: Unleashing the Creative Potential within Us All. New York: Currency.

Tschimmel, K., Santos, J., Loyens, D., Jacinto, A., Monteiro, R. & Valença M. 2015. Research Report D-Think. Design Thinking Applied to Education and Training. ERASMUS+ KA2 Strategic Partnerships. Available online: http://www.d-think.eu/uploads/1/6/2/1/16214540/researchreport_d-think-dv.pdf [Accessed September 30th 2019].

Tschimmel, K. 2019. Design Thinking [lecture]. Held on 6-7 September. Laurea University of Applied Sciences.

Sustainable future is based on design thinking

I experienced a small revolution in my mind when I participated the Design Thinking course held by Katja Tschimmel in Laurea 2019. It grew even bigger after reading the book Creative Confidence by Tom and David Kelley and the Design Thinking article by Tim Brown.

In the end, I realized that attempts to make this world a better place are not going to be sustainable, at least with full potential, without using design thinking approach and experimenting.

Design thinking as a methodology

Design thinking is a methodology (Kelley & Kelley, 2013, p. 25; Brown, 2008, p. 86). This might sound a bit boring but I think viewing design thinking as a methodology makes it easier to apply in different contexts. After all, there are huge, complex problems to be tackled in our world, e.g. climate change and social inequality, and there is no single right answer to be found. Therefore, in order to find new innovative products and practices we need design thinking and human-centered approach (Brown, 2008, p. 92). I already have some research methodologies in my toolbox but design thinking really makes me excited because it involves an element that’s often lacking. And that’s concrete action and rapid testing in the real world!

I’m a researcher in my nature and I’m used to rely on data. But sometimes there’s not data available or it’s really difficult to analyse. Then design thinking and using empathy and prototyping might be the only key to move forward (Kelley & Kelley, 2013, p. 25). This is what we also practiced together in Design Thinking course and, although it felt a bit difficult at some point, it came clear to me that without human-centered approach and prototyping the creative potential we have is not fulfilled and opportunity to truly be innovative is lost.

Together we produced lots of innovative ideas (some of them probably more innovative than others but that’s a different story)

Creativity equals natural

In front of daunting global challenges it’s understandable to feel discouraged. But everyone has the capability to be creative and improve everyday life by using design thinking approach. Creativity is not limited only to “official” designers ; it’s a natural feature of human species.

However, David and Tom point out that the real value of creativity doesn’t emerge until you are brave enough to act on new ideas (Kelley & Kelley, 2013, p. 5). I especially enjoyed their example from Tibetan language where is no separate word for ”creativity” or ”being creative”. The closest translation is ”natural”; therefore, in order to be more creative you just have to be more natural, simple as that!

Or is it that simple in practice? Being creative and trying new ideas contain always a risk of failure (actually it’s guaranteed that failures happen). The catch is that lessons learned from failures make us smarter and stronger if we just keep taking the steps forward together with supporting people.

In addition of being natural human character, creativity is also coachable (Kelley & Kelley, 2013, p. 63). I felt lucky to be surrounded and coached by supportive fellow students in Katja Tschimmel’s course and most importantly: it was inspiring to be creative together!

References:

Kelley, D. & Kelley, T. 2013. Creative Confidence: Unleashing the Creative Potential Within Us All. Crown Business.

Brown, T. 2008. Design Thinking. Harvard Business Review, 84-92.

Tschimmel, K. 2019. Design Thinking. Lectures. Laurea University of Applied Sciences, Espoo, Finland.

Is Design Thinking the right approach for every development project?

Heljä Franssila
First-year SID student and comms professional


The first three-day study phase focusing on the basics of Design Thinking left me inspired, yet somewhat confused. When going back home after our last day together, I could not help wondering if design thinking really is a method we can use for every development project.

Under the guidance of Katja Tschimmel, our group had set out to find a solution for establishing an agenda for an ecologically sustainable Laurea University, starting from the Leppävaara campus.

In our task, we quickly ran through the phases of a design process from understanding to testing, following the Design Thinking Model of the Hasso-Plattner Institute (Tschimmel 2012, 9), or from discovery to delivery, as in the model of the Design Council (2012, 9) – or from emergence to exposition, as in the E.6² model by Tschimmel’s company Mindshake. Our case was solid in the sense that the challenge we were facing is a real one – how to create a sustainable campus in the times of an ecological crisis – but instead of creating a holistic action plan for the university, the design thinking method basically lead us to developing a mobile app for students. It was obvious that in real life, this kind of solution alone would not help Laurea to a more sustainable future in the large scale.

As an answer to my doubts, Jeanne Liedtka and Tim Ogilvie assure me in their book Designing for Growth (2011) that we still need business thinking in addition to design thinking tools (Liedtka and Ogilvie 2011, 29). They enlist three reasons why combining business thinking models with design thinking tools leads to success. Here, in the context of our campus project, I understand the concept of ‘business thinking’ as a synonym to strategic thinking or other more traditional management models. Liedtka and Ogilvie argue that business thinking is needed because novelty, which is sought after in design innovation processes, does not necessarily create value, and sometimes even value creation is not enough. There are many other elements which must be taken into account, too, when managing a business, or, in our case, running a university (2011, 29).

Finally, according to Liedtka and Ogilvie, we must always consider whether the world really needs our innovation (2011, 29). This is probably the most crucial factor why our group’s innovation would not have survived the testing phase in the design process, as it simply would not deliver a viable solution to the challenge of a sustainable university.

Drawing portraits was a clever way of getting to know each member of our group. It also simply helped us to remember who is who. Yet it felt difficult to sketch a face of a class mate who you didn’t know at all, as the results of one-minute drawings weren’t most flattering! Image: Heljä Franssila


Victory with visuals

What are the strengths of design process, then? For me, the biggest revelation from Tschimmel’s masterclass and the study materials was the power of communicating ideas with visualisations, such as sketches, drawings and prototypes. As communications professional, I have thought to have understood the high value of photographs, videos and illustrations, but now I realise how strongly my thinking is dominated by words and text.

Tschimmel, as well as Liedtka and Ogilvie, encourage us to test and improve our hypothesis by experimentation (Liedtka and Ogilvie, 2011, 39), which can be easily done by rapid sketches and unpolished prototypes (Tschimmel 2012, 16). Using visualisation instead of text decreases the project risk remarkably, as text is much more open to interpretation than pictures and illustrated stories. The text easily leads each participant to imagine their own mental schema about the topic, which can lead to arguments when differing ideas are found out (Lietdka and Ogilvie 2011, 51). It is also recommended to do rapid prototyping as soon as possible, as it is cost-effective to fail at the early stage than in later development (Tschimmel 2012, 16).

In our study project, it first felt impossible to me to visualise my ideas either by drawing or by building legos (“why can’t I just write it!”)  but I see it now very clearly why developing visualisation skills is absolutely necessary for an aspiring service designer such as me. I am looking forward to my future as the first-rate lego builder.



References:

Liedtka, J & Ogilvie, T. (2011). Designing for Growth: a design thinking tool kit for managers. Columbia University Press. 

Tschimmel, K. 2012. Design Thinking as an effective Toolkit for Innovation. In: Proceedings of the XXIII ISPIM Conference: Action for Innovation: Innovating from Experience. Barcelona.

Tschimmel, K. 2019. Design Thinking. Lectures. Held on 6-7 September, 2019. Laurea University of Applied Sciences.

Customer experience success with design thinking

In our Laurea master study of Design thinking led by Professor Katja Tschimmel, we “Learnt by doing” basic principles of design thinking concept and used Mindshake Innovation Design Thinking Model called Evolution 6. Study of Design thinking model helped me to understand the importance of concepts like fluidity in idea generation and idea hitlist, prototyping and storyboarding which felt quite natural and simple but highly effective.

We are living in a world which is changing quite rapidly and there is “no more Business as usual”. Business paradigm is changing and there are a lot of disruptions and transformation happening in every sector. Traditional companies are losing their advantage and also market share. Here, in such situations, “Design thinking” can help companies to evolve and grow. Mr. Idris Mootee in his book “Design Thinking for Strategic Innovation” described basic business challenges and along with that also shared solution for these challenges based on design thinking. Here Idris mentioned “Extreme competition” as one of the business challenges and experience design as approach to tackle it.

Importance of experience design is very well emphasized by the fact that nowadays customers are buying the experience, not just the product. Also customer retention becomes increasingly difficult if they don’t get good experience with their first purchase. Now the question is how a company can give the customer an experience with wow factor. It’s not easy! A company would invest a lot in the development of new system but still fail to manage customer expectation and loose customer base. How to deal with such a situation? Here we need to understand that business is no more as usual. While building any new solution, companies are mainly investing in upper layers of customer experience and not including the core aspects. Solution should be able to address the need of customer without asking and should make customer experience better, safer and more powerful (Figure 1).

Figure 1: Customer experience layers

Steve Jobs once said “You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new”. In today’s world, market is changing so fast. What seems like an innovation today might become obsolete tomorrow. So solution should be human centric with a futuristic vision. According to Mr. Idris Mootee companies can build strategic foresight by identifying the weak signals. Weak signals can be emergence of new technology, new patents, new policy or compliance etc. Organisations need to identify, analyse, study and be ready with a range of strategic options for dealing with possible future. In this way organisations can be more prepared for any new opportunity, threat or potential blind spots.

10 years back weak signal scanning and context mapping might have been relatively less complex but in today’s world it might be mind boggling exercise. Also one solution might not fit all problems. In case an organization wants to provide a service which does not exist then it might be very difficult to identify weak signals related to it. For example 

  • To know if service would meet targeted customer expectations
  • To know if they would be willing to pay for it
  • To know the price potential customer would be willing to pay

Sometimes disruption can come from a sector or industry which is not related at all with impacted industry. For example music industry was revolutionised by the arrival of iPod or how TomTom was impacted by the popularity of smartphones coupled with inexpensive data. 

At the end I would like to share with you an interesting “Marshmallow challenge” which explained essense of prototyping and fail early very well. Try it and enjoy 🙂

Written by Abhishek Gupta (https://www.linkedin.com/in/abhishek-gupta-fi/)

References:

Mootee, I. 2013. Design Thinking for Strategic Innovation: What They Can’t Teach You at Business or Design School: Wiley.

Tschimmel, K. 2019. Design Thinking. [lectures]. Held on 6-7 September. Laurea University of Applied Sciences.

Tom Wujec. Marshmallow problem. http://www.ted.com

First steps in Design Thinking

By Marja Hyypiä, first year SID student

My journey as a future design thinker started on a Laurea UAS course on Design Thinking in September 6-7, 2019 where we had the pleasure to have Katja Tschimmel – Professor, Researcher, Trainer and Consultant in Creativity and Design Thinking (LinkedIn) – as our teacher. The two-day course with Katja was like a deep dive in design thinking practice – relatively short but gave a good  hands-on experience of why and how to apply design thinking approach in innovation processes.

Various visual design thinking models are like recipes for novel practitioners. It does not matter which model you choose, they all pave the way by reminding of the most important principles like human centeredness, collaboration, experimentation, visualization and holistic perspective. Although the models are structured in sequenced phases, proposing suitable tools and methods for each phase, they are all iterative in nature. Usually there are repetitive and successive stages of divergence and convergence embedded in each phase, implemented through different tools. In the end, it is important to know why, when and how to apply each tool – once you get familiar with practice you will learn how to get the best out of each situation or challenge.

Evolution6_MindshakeDTmodel_EN

With Katja Tschimmel we plunged into practice by applying the model, the Evolution 62 ( E.62), she and her colleagues have developed at Mindshake, a Portuguese creative and design thinking consultancy (www.mindshake.pt) All the templates of the E.62 model are of common goods and downloadable at https://www.pinterest.pt/mindshakept/

From Katja I also learned many useful insights for real life workshops: for example, how quantity turns into quality when producing original ideas, or how visualization is the way to test and turn abstract ideas more tangible.  As I am looking for a deeper understanding and ability to enhance design thinking also at an organizational level, I picked Idris Mootee’s Design Thinking for Strategic Innovation (2013) from the course’s selective books list to support these practical lessons from classroom. I was assured by the back cover promise for the reader to learn (among other things) “How to create a design thinking culture within your company”.  I was looking for some kind of guidelines, a pathway for how to initiate design thinking culture in an organization.

For me, Mootee’s (2013) book is a guidebook for understanding why design thinking approach is vital for the survival in today’s unpredictable and ever-changing markets. Mootee (2013) shows how old management techniques and s systems, searching for answers from the past or trying to predict change with almost a scientific rigor, all fail to preserve value or competitive edge, not to mention their failure in creating any new ones. He stresses that we all must accept ambiguity and prepare ourselves for a variety of possible futures. Design thinking approach can help organizations become more agile in recognizing new possibilities and taking advantage of emerging niches. It calls for a pervasive design thinking culture of collaboration, inclusiveness and curiosity where also trial and error are embraced. By listing eight crucial challenges businesses face today and then pinpointing design thinking features that best serve tackling those challenges, Mootee (2013) provides a valuable vocabulary for selling the approach also to business managers.

image1

Design thinking creates innovation through balance. Picture from Mootee (2013, 33).

As a design thinking novice I was curious how Tim Brown (2008) would approach the subject and completed my course reading with his Design Thinking article published in Harvard Business Review. Brown (2008) manages to clarify practical principles and opening the strategic possibilities through a few intriguing examples. He explores Thomas Edison work to remind us the basics of design thinking and innovation: hard work, collaboration, combining knowledge, learning from setbacks and understanding what other people need in their lives. Correcting nurses’ time-consuming shift change and information exchange illustrates how applying design thinking can result in meaningful improvements for all stakeholders. Japanese manufacturer of bicycle components facing market decline recognized a completely new market segment after researching beyond assumed markets. India’s Aravind Eye Care System shows how systemic approach and a strong human-centered mission can solve the challenges in heterogeneous context with e.g. vast cultural and economic differences, where one solution does not work for all.

All three, our dive into design thinking practice in class sessions with Katja Tschimmel, review on business challenges by Idris Mootee (2013) and exploration of real life cases with Tm Brown (2008) have given me inspiration and courage to take the next needed steps to become a practicing design thinker.

Storyboard

Visualizing the solution: Study Buddy. The storyboard has always 3, 6, or 9 squares (Tschimmel 2019) and the a story should always follow the narrative structure consisting of the beginning, the middle and the end (Mootee 2013, 88).

References:

Brown, T. 2008. Design Thinking. Harvard Business Review, June, 84-95. http://www.ideo.com/images/uploads/thoughts/IDEO_HBR_Design_Thinking.pdf

Mootee, I. 2013. Design Thinking for Strategic Innovation: What They Can’t Teach You at Business or Design School: Wiley.

Tschimmel, K. 2019. Design Thinking. [lectures]. Held on 6-7 September. Laurea Univesity of Applied Sciences.

Design Process Three Ways

By Salla Kuuluvainen

I participated in Dash Design – an event that was preparation for Europe’s largest hackathon DASH.
In Dash Design we heard from three companies and their take on design process: Smartly.io, Pentagon Design and Iittala.

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What became quite clear at the event was that the design process can look very different and still be creative, effective and produce great results. At Smartly.io, the process is very well defined and clear structures exist. Same could be said about Pentagon Design, who brought an example of rebranding licorice for Fazer. At Iittala, there was no structured process, instead the new designs were created with a much looser approach of experimentation.

Designing with Clear Roadmaps at Smartly

Smartly.io helps companies with automatized online marketing solutions. It’s a fast paced tech company that prides in innovating fast. Smartly has a very clearly defined roadmap for product development, with a clever side process for more experimental innovation. All solutions are created close to the customer and tested internally and externally.

3 takeaways from Smartly

• Everyone at the company is involved in the design process, not just designers.
• Rapid prototyping and early release of new features is crucial.
• It’s important to work very close to the customer.

Deep Diving with Pentagon Design

Pentagon Design is a consultancy that helped a very well known, old Finnish company Fazer in rebranding some of their most classic licorice products very successfully towards a more premium category product. Pentagon Design used a very thought through approach that was based on the Double Diamond and included lots of testing with customers and feedback, and for example a process called Deep Dive that investigated the environments and user and even employee perspectives of the products in thorough manner.

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An example of Pentagon Design’s analytical approach to design process

3 takeaways from Pentagon Design

• For a design agency, it’s good to have a strong, tried out framework for the design process, which can even be adapted to the client company’s own processes.
• It’s important to let the customers in the design process from early phases to get the right feedback.
• The design team should have the right mixture of competences.

Experimenting at Iittala

Iittala is known for every Finn, it is a very traditional interior design brand. Jeremiah Teslin from Iittala talked about the different approaches he had used when rebranding and redesigning some of Iittala’s established product categories.

Personally for me it was interesting how much Teslin talked about needing to convince the organization to support the new designs, and how he used visual rebranding, creation of attractive images of the new products and setting up spaces to showcase the products as well as organized different kinds of internal innovation events to create engagement in the company for the new products. So in a way the design process for him was much more about change management than just about coming up with new products.

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An example of visualization of products

3 takeaways from Iittala

• Work with the right people.
• Make the ideas visible and tangible for the whole company.
• Facilitate behavior change with design: We don’t need new mugs, instead we need better coffee moments.

Generally what all of these three companies had was passion and awareness for the process of design, even if they worked in quite different areas and with different kinds of tools and methods. That enthusiasm is also my main takeaway from the event!

Turning Thoughts into IDEAS: Learning to innovate

The learning journey started at Laurea with course facilitator and lecturer Katja Tschimmel by deep diving in to the course “Design thinking”. This course is one of the foundation stones for the Master Degree Program in Service Innovation and Design.

This blog gives insights about the learning experience that encountered during this course and also to share my thoughts about related material.

During last few years, design thinking has contributed the innovation process and facilitated it by introducing tools and supporting theory which has gained great appreciation from research communities worldwide. During the intensive two days sessions, this course has given an opportunity to learn a professional and structured approach to complex problem solving techniques.

Capture

Design Thinking tends to develop and nurture sightfull thinking into innovative idea. It is focused on human thinking and proposes human centered approach that develops empathy for the target group and observe behaviors. The most differentiating aspect of design thinking is that it promotes interdisciplinary collaboration and targets the main project and its solution rather than highlighting the complexities or problems.

There is a wide a variety of models under the umbrella of Design Thinking that have been developed over passage of time. One eye catching fact that I learnt was that customer’s journey is unique for every individual customer and it cannot be generalized.

Mind shake innovation & design thinking model EVOLUTION 62 by “Katja Tschimmel

We started in a group of five students and defined goal was to attract international students to Laurea.2

The first step, Emergence involves creation of Opportunity Mind Map(OMM) which represents the visual organization of available information. We, as a group, visualized the thoughts. They key thing was to “draw as much as you can”.

 

 

3

Empathy, Stakeholder map (SM) is made for better visual illustration of prepared for visual of individual’s project relationship. It focuses on the network we are connected to. The important part is that it considers another person sees the process with perspective that is different from yours.

 

4Experimentation, focuses on idea generation and testing with the help of tools of “Brainsketching”. this steps provide practical ideas and gives new but firm and meaningful direction.

 

 

 

 

Elaboration, this step involved creation of prototype. In our case, we used Legos to showcase the idea which was mainly concentrated on the fact that Laurea has close ties with the industries, so promoting practical education that is key to build a better world.

 

7Exposition, at this stage vision statement is made which focuses and spread the results in verbal-visual way that helps in catching wider audiences by effective communication. In our case, we promoted Laurea as centre for experiential education which serves to promote innovative and practical knowledge to its students.

 

 

 

Conclusion, in my opinion design thinking provides you with the tools and roadmap that helps in evoking creativity and generate innovative ideas. On key lesson that I learnt from the sessions is that only thing that keeps you away from being innovative is the lack of creative confidence.

More information:

Brown, Tim 2008. Design Thinking. Harvard Business Review, June, 84-95. http://www.ideo.com/images/uploads/thoughts/IDEO_HBR_Design_Thinking.pdf

Van Wulfen, Gijs 2013. The innovation expedition – a visual toolkit to start innovation. Amsterdam: BIS Publishers.

E.62 MindShake toolkit

Tschimmel, Katja 2012. Design Thinking as an effective Toolkit for Innovation. In: Proceedings of the XXIII ISPIM Conference: Action for Innovation: Innovating from Experience.Barcelona.

http://www.academia.edu/1906407/Design_Thinking_as_an_effective_Toolkit_for_Innovation