A Changing Municipality
Recognizing Design Thinking themes & Organizational Change Management elements in Schiedam
Joan Ruiz Pion (TU Delft - Architecture and the Built Environment)
Louis Lousberg – Mentor
Tom Daamen – Graduation committee member
More Info
expand_more
Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.
Abstract
DESIGN THINKING:
Design thinking is an ambiguous term regarding its meaning. It can be seen as an approach that opts to define and solve problems by incorporating designers’ approaches, methods and tools to problem solving. As it is believed that all managers already do think like a designer, it is questioned how design thinking is implemented in the management of the Schiedam port area redevelopment. In depth analysis of the case elucidates how different design thinking themes are recognized within the management of the port area redevelopment, although being part as a process management approach. Subsequently, the case study demonstrates how it is not always necessary to implement every design thinking theme.
CHANGE MANAGEMENT:
The municipality of Schiedam is in a process of change. Subsequently, successful management of change is a necessity to survive in an eminent competitive and continuously changing environment (Luecke, 2003; Hemmington, Okumus, 1998), which leads to the question if, and to what extent, change management elements are recognized in the municipality of Schiedam’s process of change. This research answers this question, whilst demonstrating in which way the elements are recognized. Analysis shows how different elements are recognized by different interviewees who are part of the organization, and how the change process is experienced in different, sometimes contrasting, ways.