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Design+ Legitimizing design thinking in companies

field and known for open-mindedness and eagerness to including debates on whether the appropriate dress code
continue learning. in the commercial sector, both inside and outside of
Throughout the 2 days, a variety of topics were companies, is an important professional issue.
covered, including creativity, storytelling, and the essential To consolidate the topics covered, the facilitator
components of creativity. The session also addressed provided materials such as papers, cardboard, sticky
and debunked common myths and barriers to critical notes, plasticine, pencils, and pens and carried out various
thinking. The facilitator highlighted several obstacles to activities. These activities included discussing an object
critical thinking, including fixed thinking, individual each participant identified with, drawing on paper within
limitations, leadership constraints, organizational barriers, a limited time, connecting nine points with only four lines,
formal environments, the fear of judgment, oppressive drawing the number “6” on a sheet of paper using only
surroundings, and imaginary boundaries. These barriers the Roman numeral “IX,” interviewing a teammate for an
were grouped into four categories: (i) individual and empathy exercise, and doing the “three-part brain” exercise,
organizational barriers (e.g., stereotypes and oppressive which was a more interactive and engaging activity to push
environments), (ii) cultural barriers (e.g., immediate participants out of their comfort zones. The facilitator also
criticism of new ideas), (iii) perception barriers (e.g., led Tom Wujec’s Marshmallow Challenge, among other
imaginary boundaries), and (iv) emotional barriers (e.g., exercises.
fear of looking foolish).
At the beginning of the theoretical workshop, many
In addition, the theoretical workshop introduced various participants were preoccupied with their phones,
creative thinking techniques, such as brainstorming, mind making calls, checking emails, or replying to messages.
mapping, Edward de Bono’s Six Thinking Hats, the Walt However, over the 2 days, their interest and enthusiasm
Disney method, and the 5W’s 1H method. Regarding mind for the topic grew. The group began asking numerous
mapping, some team members shared their thoughts: questions, critically engaging with the facilitator’s points,
“I have heard about it several times, but I don’t know and analyzing one another’s opinions. A few participants
how to apply it,” “It is a powerful tool to structure our stood out for asking particularly insightful questions and
ideas,” “Working based on an individual scheme is more demonstrating significant interest.
challenging for me,” and “I am very fond of diagrams.” The
participants also associated DT with product development, The atmosphere in the room was relaxed, with
particularly regarding the 5W’s and the Walt Disney participants conversing calmly, naturally sharing ideas,
method, and viewed it as a methodology for innovation and exchanging knowledge and curiosities. Occasionally,
and gathering broader input. In addition, the facilitator there was some side chatter, accompanied by the noise of
discussed the challenges of innovation in business and people fiddling with their bags and phones ringing.
highlighted the added value it brings, using examples from During breaks, participants drank coffee with the
companies such as Napster, iTunes, and Spotify. facilitator and continued exchanging ideas outside the
These topics were interspersed with videos related to training space, which was an interesting aspect of the
the theme, bibliographic sharing, film references, case theoretical workshop. Overall, the group remained fun
presentations, and suggestions for TED Talks. Music was and collaborative while being receptive to the exercises.
played between activities, sometimes calming and ambient, However, there were moments when participants struggled
other times featuring well-known pop songs. Examples to disconnect from work, often remaining on standby for
of highly regarded companies and their organizational work-related matters. One individual consistently took a
cultures, such as Google and Airbnb, were also shown. leadership role, while another was initially apprehensive or
The facilitator frequently referenced quotes and stories had difficulty understanding the exercises. Statements such
from well-known authors, including Philip Starck, John as “I am not able to fit into this thinking, I have difficulty
Hockenberry, Bill Evans, Tim Brown, and Thomas Edison, understanding the exercise,” “At first, I had more difficulty
to validate his message. understanding, and I was more apprehensive,” and “I found
this process much more interesting than the others,” were
Throughout the training, the facilitator demonstrated
confidence in his communication, maintained a strong shared. One participant remarked, “I think this process is
complementary and helps consolidate the other knowledge
presence, and engaged the teams with storytelling. For and methods,” and another said, “I think it is great to be
instance, he shared the origin of common expressions, such forced out of your comfort zone.”
as “when a penny drops.” He encouraged collaboration
and idea sharing on every topic. During these discussions, By the end of the day, the group was visibly tired but
moments of spontaneous reflection naturally emerged, remained open to listening and learning. On the 2 day,
nd

Volume 2 Issue 1 (2025) 8 doi: 10.36922/dp.4292