Since we know that design thinking was created for problem-solving and is meant to be a process preoccupied with narrowing concerns, we need to zoom out of this bubble and see what is beyond that. Before this, in the 1960s companies were not thinking of innovation the way we do. They were thinking of inventing things which is much bigger than innovating.
The startup bubble started in the 1957s in the US when employees of Shockley Semiconductor disputed their employer and some left to start what we now know as “Silicon startups” in Stanford Industrial Park. These entrepreneurs had knowledge of the semiconductor sector and began the expansion of the industry to what we now know as the 4th industrial revolution, from product hardware manufacturing to software and services.
When The Economist said in the 1980s that 75% of companies that are listed on the stock market ( IPO companies nowadays) are public companies because they have intellectual property over a certain problem and its specific solution for solving it, it became clear what the future of business looks like. Stanford started documenting the growth path of the companies starting in the “Valley” and from here the history of design thinking as we know it was born. This new way of thinking helped these companies build fast. Having the foundation of protected knowledge, the new patents that detail to flow levels how a problem is solved would help companies differentiate how they choose to solve a problem. That’s what made competition fierce in the US.
Exploring what’s beyond design thinking goes into system design problems and that means being able to handle complexity.
For this reason, the aim of this article is to focus on 2 things that give humans the ability to go in a natural way beyond problem-solving and into the complexity of systems and their design structure :
- craftmanship and its role in giving us purpose through its inherited complexity
- newness and its role of giving us motivation and curiosity to…
