TY  - JOUR
A1  - Hölzle, Katharina
A1  - Rhinow, Holger
T1  - The Dilemmas of Design Thinking in Innovation Projects
JF  - Project Management Journal
N2  - Organizations have discovered Design Thinking as a promising framework or language for innovation-focused project teamwork. The goal is to develop new products and services by being customer-centric and working iteratively and in an interdisciplinary way, using specific working principles and methods to create a common language among all stakeholders. The empirical results in this article show that Design Thinking teamwork is different from other forms of teamwork. The difference in Design Thinking team-based project work is that the teams go through a specific learning process that poses individual challenges but also provides the individual with experience-based learning. We show that teams going through this learning process repeatedly find themselves in seemingly insolvable conflicts-so called structural dilemmas-within the framework of project deadlines and under the influence of strategic guidelines of the organization. We explore these structural dilemmas and develop ways to overcome them.
KW  - Design Thinking
KW  - experience-based learning
KW  - project manager
KW  - project-based organization
KW  - innovation projects
Y1  - 2019
U6  - https://doi.org/10.1177/8756972819853129
SN  - 8756-9728
SN  - 1938-9507
VL  - 50
IS  - 4
SP  - 418
EP  - 430
PB  - Sage Publ.
CY  - Thousand Oaks
ER  - 
TY  - THES
A1  - Rhinow, Holger
T1  - Design Thinking als Lernprozess in Organisationen
BT  - neue Chancen und Dilemmata für die Projektarbeit
Y1  - 2017
ER  - 
TY  - JOUR
A1  - Jobst, Birgit
A1  - Köppen, Eva
A1  - Lindberg, Tilmann
A1  - Moritz, Josephine
A1  - Rhinow, Holger
A1  - Meinel, Christoph
T1  - The faith-factor in design thinking : creative confidence through education at the design thinking schools Potsdam and Standford?
Y1  - 2012
SN  - 978-3-642-31990-7
ER  - 
TY  - BOOK
A1  - Schmiedgen, Jan
A1  - Rhinow, Holger
A1  - Köppen, Eva
A1  - Meinel, Christoph
T1  - Parts without a whole?
BT  - The current state of Design Thinking practice in organizations
N2  - This explorative study gives a descriptive overview of what organizations do and experience when they say they practice design thinking. It looks at how the concept has been appropriated in organizations and also describes patterns of design thinking adoption. The authors use a mixed-method research design fed by two sources: questionnaire data and semi-structured personal expert interviews. The study proceeds in six parts: (1) design thinking¹s entry points into organizations; (2) understandings of the descriptor; (3) its fields of application and organizational localization; (4) its perceived impact; (5) reasons for its discontinuation or failure; and (6) attempts to measure its success. In conclusion the report challenges managers to be more conscious of their current design thinking practice. The authors suggest a co-evolution of the concept¹s introduction with innovation capability building and the respective changes in leadership approaches. It is argued that this might help in unfolding design thinking¹s hidden potentials as well as preventing unintended side-effects such as discontented teams or the dwindling authority of managers.
N2  - Diese explorative Studie gibt einen deskriptiven Überblick, was Organisationen tun und zu erleben, wenn sie sagen, sie üben Design Thinking. Es untersucht, wie das Konzept in Organisationen angeeignet und beschreibt auch Muster der Design Thinking Annahme. Die Autoren verwenden eine von zwei Quellen gespeist Mixed-Verfahren Forschungsdesign: Fragebogendaten und semi-strukturierten persönlichen Experteninterviews. Die Studie läuft in sechs Teile: Einstiegspunkte (1) Design-Denken in Organisationen; (2) Verständnis des Deskriptors; (3) ihre Anwendungsgebiete und organisatorische Lokalisierung;(4) dessen empfundenen Auswirkungen; (5) Gründe für ihre Einstellung oder Misserfolg; und (6) versucht, den Erfolg zu messen. Abschließend fordert der Bericht-Manager mehr bewusst ihre aktuellen Design Thinking der Praxis zu sein. Die Autoren schlagen eine Ko-Evolution von Einführung des Konzepts mit Innovationsfähigkeit Gebäude und den jeweiligen Führungswechsel Ansätze. Es wird argumentiert, dass dies in der Entfaltung versteckte Potentiale Design Denken wie auch zur Verhinderung unbeabsichtigten Nebenwirkungen, wie unzufrieden Teams oder die schwindende Autorität von Managern zu helfen.
T3  - Technische Berichte des Hasso-Plattner-Instituts für Digital Engineering an der Universität Potsdam - 97 
KW  - design thinking
KW  - innovation
KW  - innovation management
KW  - innovation capabilities
KW  - organizational change
KW  - change management
KW  - management
KW  - adoption
KW  - diffusion
KW  - study
KW  - leadership
KW  - Design Thinking
KW  - Innovation
KW  - Innovationsmanagement
KW  - Organisationsveränderung
KW  - Change Management
KW  - Management
KW  - Innovationsmethode
KW  - Studie
KW  - Leadership
Y1  - 2015
U6  - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-79969
SN  - 978-3-86956-334-3
SN  - 1613-5652
SN  - 2191-1665
IS  - 97
PB  - Universitätsverlag Potsdam
CY  - Potsdam
ER  -