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Design Thinking is a people centric, collaborative, optimistic and experimental way of working to drive innovation and create customer value. 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 solutions. 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 use these to address live business/organisational issues to show how this method can be practically applied.
At the end of this course, students will be able to:1. Describe and apply the principles that underpin a design approach to innovation: people centric, diverse collaboration, growth mindset and experimental.2. Create desireable, feasible and viable customer value by: a) Nurturing deep curiosity about a problem by using discovering and understanding tools b) Unleashing creativity through the creating and testing phase with appropriate techniques c) Having clarity when it comes to resourcing and implementing innovative solutions3. Critically reflect and report on the design thinking process as a means of creating customer value.
Subject to approval of the MBA Director.
Students must attend one activity from each section.
9 x 2hr lecture sessions (5-7pm Tuesdays)1 x 2 day workshop (17/18 Apr)
Dr. Christian Walsh, e-mail: email@example.com Office: Meremere 366 Phone: +64 3 369 4781Plus:Christian Walsh, Carl Davidson (Research First), Richard Hamilton (CDHB)Project workshop coaches: Dorenda Britten, John Hattrick-Smith
Students will complete the following, attend lectures and participate in class. Assessment Weighting Due date1 : Critical Analysis (1500 words and 1m video) 30% 10 Mar 2a: Team Project Presentation (10min+ 5 Q&A) 15% 28 Apr 2b: Team Project Report (5000 word max) 30% 5 May3 : Reflective journal (15 entry minimum) 25% 11 May
Required Readings• Kelly T, Kelly D. Creative Confidence. William Collins 2014: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• Chip & Dan Heath, (2010), Switch, How to change when change is hard. London: Random House• Bowmast, N (2018), USERPALOOZA – A Field Researcher’s Guide, https://userpalooza.co.nz/• 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, HarvardWeb 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 $3,000.00
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
Master of Business Administration Programme on the department and colleges page.