Use the Tab and Up, Down arrow keys to select menu items.
The course encourages students to challenge traditional problem solving models and established ways of thinking to better understand stakeholders, reflect on real opportunities, test a number of potential solutions and be able to select the best ones. The purpose of Design Thinking is to enable students to become more effective at solving real world problems with better and faster results that are relevant in dynamic environments. The course uses evidence-based best practices and tools to approach and resolve multi-faceted problems and opportunities in organizations.
Design Thinking is a people centric, collaborative, optimistic and experimental way of working to solve complex problems. It is a pragmatic approach that aims to nurture deep curiosity about an issue, unleash creativity in how to approach it, and ensure clarity when it comes to implementing a solution. In these sessions we introduce a process that can be used to approach problems with this new perspective. We work with a lot of new tools and techniques that will help teams collaborate in more creative ways. And we apply these to some live business/organisational issues to show how this method can be practically applied.
At the end of this course, students should be able to:1. Describe the principles that underpin design thinking (discovering, understanding, creating, testing, resourcing and implementing) and apply this methodology to real problems where students identify innovative and effective solutions to: a) Develop a deep understanding of customer’s needs and wants b) Identify and define and frame the problem as opportunity c) Create and evaluate novel solutions through rapid prototyping d) Synthesise market validation to further refine the solution2. Critically reflect and report on the design thinking process.
Subject to approval of the MBA Director
Students must attend one activity from each section.
Days 1 & 2: 12 and 13 April Day 3: 3 May Day 4: 17 May
Dr Christian Walsh, e-mail: email@example.com Office: Law 501 Phone: +64 3 369 4781Project coaches:Dorenda BrittenJohn Hattrick-Smith
Students will be required to complete three pieces of work, attend lectures and participate in class.1 : Critical Analysis (2000 word max) -- 25% -- 9am 3rd May 2a: Team Project Presentation (10min+ 5 Q&A) -- 15% -- 2pm 17th May 2b: Team Project Report (5000 word max) -- 35% -- 9am 27th May3 : Reflective journal (12 entry minimum) -- 25% -- 9am 27th May------------------------------------------------------------------------NOTE: UC General Course and Examination RegulationsAppeals and GrievancesSpecial Consideration Special Consideration Application
Required Readings:• Kelly T, Kelly D. Creative Confidence. William Collins 2014:https://www.bookdepository.com/Creative-Confidence-David-Kelley-Tom-Kelley/9780008139384 Supplied:• Kolko J. 2015. Design Thinking Comes of Age, Harvard Business Review, Sept • Liedtka J. 2015. Linking Design Thinking with Innovation Outcomes through Cognitive Bias Reduction, Journal of Product Innovation Management;32(6):925–938• Brown T. 2008. Design Thinking, Harvard Business Review, June • Liedtka J, King A and Bennett K. 2013. Design Thinking in Action. Rotman Management, Fall • Brown T, Wyatt J. 2010. Design Thinking for Social Innovation. Stanford Social Review. Recommended books:• Luchs, Swan, Griffin, eds (2015) Design Thinking, John Wiley & Sons, e-book in Library• Brown, T. 2009. Change by design: How design thinking transforms organizations and inspires innovation. New York: Harper-Collins.• Roger Martin, 2009, Opposable Mind, Winning Through Integrative Thinking, Harvard• Chip & Dan Heath, (2010), Switch, How to change when change is hard. London: Random HouseWeb resources:• IDEO: http://www.ideo.org/• Design Kit: http://plusacumen.org/courses/hcd-for-social-innovation/• Stanford dSchool: http://dschool.stanford.edu/our-point-of-view/
Domestic fee $1,567.00
International Postgraduate fees
* Fees include New Zealand GST and do not include any programme level discount or additional course related expenses.
For further information see
Executive Development Programme on the department and colleges page.