Developing Design Thinking for Transformational Leadership
Theory and Practice Bridged
Dr. Carol SawyerUniversity of LaVerne
Jon R. WallaceLake Michigan College
Understand aspects of Design Thinking
Practice rich questions
Experience transferable activities
Connect with transformational leadership
Outcomes
Not as it is, but as it could be . . .
Leadership never occurs in a vacuum. Organizational culture change improving results and profitability require engaged followers whose hearts have been moved by a vision communicated and demonstrated by those in power.
(Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Senge, Kleiner, Roberts, Ross, Roth & Smith, 1994, Kouzes & Posner, 2007).
Martin, 2009
STANCE
TOOLS
EXPERIENCE
Guide
Guide
Inform
Inform
YourPersonal Knowledge System
City Hiring Processes as Is
City Hiring Processes Should
Martin, 2009
STANCE
TOOLS
EXPERIENCE
Guide
Guide
Inform
Inform
YourPersonal Knowledge System
Martin, 2009
STANCE
Design Thinker’s Personal Knowledge System
1. My world is reliably oriented.
2. My world rewards existing stage refinement.
Nonetheless . . .
3. I seek to balance reliability with validity.
4. I seek to advance the stage of knowledge
Martin, 2009
STANCE
TOOLS
Design Thinker’s Personal Knowledge System
1. Observation.
2. Imagination.
3. Configuration
1. My world is reliably oriented.2. My world rewards existing stage
refinement.Nonetheless . . .3. I seek to balance reliability with
validity.4. I seek to advance the stage of
knowledge
Martin, 2009
STANCE
TOOLS
Design Thinker’s Personal Knowledge System
1. Observation.
2. Imagination.
3. Configuration
1. My world is reliably oriented.2. My world rewards existing stage
refinement.Nonetheless . . .3. I seek to balance reliability with
validity.4. I seek to advance the stage of
knowledge
Martin, 2009
STANCE
TOOLS
EXPERIENCE
Design Thinker’s Personal Knowledge System
1. My world is reliably oriented.2. My world rewards existing stage
refinement.Nonetheless . . .3. I seek to balance reliability with
validity.4. I seek to advance the stage of
knowledge
1. Observation.
2. Imagination.
3. Configuration
1. Deepen mystery and
2. Nurture Originality
Martin, 2009
Design Thinking
A cognitive approach to problem engagement embodying a specific mindset
Knowledge Funnel
Martin, 2009
Counting Paperclips
Measurable Outcomes
Community Impact
Honesty & Integrity
Understanding & Serving Others
Quality of Work
Rewarding & Supporting Relationships
Creating Balance
Broad InterestsEnjoyment of the Activity ItselfRecognition From One’s FieldChallengeFaithRewarding & Supportive RelationshipsCourageRisk TakingFameSuccessSearching for KnowledgeCreating Balance in One’s LifeHard Work and CommitmentSelf-ExaminationSelf-CriticismCreativityPioneeringHonesty and IntegritySocial ConcernCuriosity
IndependenceSolitudeContemplationEfficient Work HabitsOpennessSpiritualityPowerInfluenceProfessional AccomplishmentQuality (of work)UnderstandingServing OthersWealthMaterial Well-BeingTeachingMentoringPersonal Growth and LearningProfessional ConductVision
Transformational Leadership
ODT and Transformational Leadership
Hotel & Restaurant
18 months (Nov ‘09 – May 10) of customer surveys revealed:
1. A 2.76/4.00 rating for the organization by guests.
2. A 2.61/4.00 for housekeeping.
3. A 2.00/4.00 for the facility.
Hotel & Restaurant
Hotel & Restaurant
Hotel & Restaurant Employee Promise
1. I will greet every guest & co-worker with smiling warmth & sincerity.
2. I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers.
3. I will maintain the highest levels of integrity & respect for others.
Hotel & Restaurant 3 Month Results
Remember
Share
Do
Developing Design Thinking for Transformational Leadership
He had foundA bridge,
With a sign:"Please use this bridge to cross."
He wondered aloudHow many times
In his lifeHe had wandered
On the bankOf a river of change,
And not seenSuch an obvious sign,
Nor put his Foot upon the bridge
Before him.(Brown, 2007, 156)
I have not failed.
I’ve just found 10,000 ways that didn’t work.
Thomas Alva Edison
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