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Design thinking in South Africa: An exploratory study among Johannesburg design agencies using force field analysis

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dc.contributor.author Le Roux, Emile
dc.date.accessioned 2017-03-15T12:54:21Z
dc.date.available 2017-03-15T12:54:21Z
dc.date.issued 2016
dc.identifier.uri http://hdl.handle.net/11622/133
dc.description Dissertation presented for the degree of VEGA MASTER OF ARTS IN CREATIVE BRAND LEADERSHIP en_US
dc.description.abstract The aim of this research is twofold. The first aim of this study explains how the role of the visual designer has widened and consequently influenced other spheres, such as being part of the decision-making process during problem-solving activities. Second, the research aims to explain how and why design thinking can assist with solving problems, adding value and promoting innovation in the brand leadership space. In this regard, the notion of design leaders is identified as a way for organisations to develop a more design-minded culture, be more competitive and develop new approaches to innovation. The aim is to investigate the core of design thinking from its original perspective as a problem solving activity to promote design solutions. An interview schedule developed from the literature review, contains open-ended questions regarding the four orders of design, as well as the six pillars of design thinking. Five South African design agencies are identified from which individuals were interviewed using an interview schedule. The following clusters are investigated: the four orders of design, human-centred approach, collaboration, holistic approach, multidisciplinary design teams, abductive reasoning, wicked problems, and stages in the process of design thinking and the South African design landscape. The study concludes that there is a lack of understanding of what exactly designers do. It is observed that designers need to have self-confidence and should not function in silos. This may assist them in developing design-minded organisations and, more importantly, act as design leaders. Not only designers but non-designers too need to realise that they themselves are at the centre of the problem-solving process (Brown 2008) and that organisations should make use of design leaders for future success. Second to this are the enormous benefits that design thinking may hold for the entire South African economic sector. The data point out that although design thinking exists as a theory, in reality people do not apply the unique and integrative characteristics of design thinking. South Africa presents adequate opportunities for designers to engage in and apply design thinking, not only to solve complex problems but also to add value to peoples’ lives. en_US
dc.language.iso en en_US
dc.subject Design en_US
dc.subject Design agencies en_US
dc.subject Design thinking en_US
dc.subject Design-minded culture en_US
dc.subject Design solutions en_US
dc.title Design thinking in South Africa: An exploratory study among Johannesburg design agencies using force field analysis en_US
dc.type Thesis en_US

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