As a designer, I am on the Design Thinking bandwagon, and I have been for rather a long time. A methodology is one that, if put to work in the right way, can solve many complex problems and result in meaningful innovation. Recently, though, I have come across a trend that bothers me: Design Thinking being thrown at projects left and right not because it’s the right tool for the job but because it is fashionable. It has become the avocado toast of buzzwords in which everybody wants to take a slice, though few actually know why.
In fact, it has started to remind me of something else—a certain ill-fated ship whose story we all know well. Yep, I am talking about the Titanic. And while it may seem a bit of a stretch, the parallels between misuse of Design Thinking and the sinking of the Titanic are, well, alarmingly similar.
All Aboard the Design Thinking Hype!
Let’s go back to the early 1900s. The Titanic was the most perfect icon of opulence, technology, and human accomplishment. It was claimed to be unsinkable, the epitome of engineering. The design engineers and builders were so confident in its greatness that they did not even bother to include lifeboats for everyone. Why would you need them on an unsinkable ship?
Fast-forward to today, and it is now common to refer to Design Thinking as the ‘unsinkable’ method of problem-solving. It’s painted that this will work, no matter what, some sort of one-size-fits-all methodology, a golden ticket to innovation. And just like with the Titanic, many people believe it can’t go wrong.
So, companies and organizations everywhere are jumping aboard, ready to set sail into a future of infinite creativity and innovation. They’re slapping “Design Thinking” onto every project-no matter if it is the right fit for it. Why? Well, because it’s hip. It’s the thing to do. Much like the passengers aboard the Titanic, they believe nothing could possibly go wrong.
But as history has repeatedly taught us, to stake one’s blind belief in anything, simply because it is shiny and new, is an invitation to the disaster waiting to happen.
The Iceberg
Here is the thing with Design Thinking: it’s not some magic medicine for any given design or business problem. It requires the proper context, mindset, and problem to solve. Applied thoughtfully, it might guide a team through user-centered problem solving, prototyping, and iteration. However, when forced on projects for which it is ill-suited, it’s like steering the Titanic straight into an iceberg.
Just for a minute, put yourself in the following scenario: some company decides it really needs to “innovate” on some very specific internal process, which is fair and straightforward. Say, updating their timesheet software. Instead, someone from the back of the room throws it out there: “Why not use Design Thinking?” Because you know it just sounds fancy and hip.
But instead of gliding smoothly to a solution, they spend weeks and months running design sprints, doing empathy mapping, holding ideation workshops, and generating ideas that are completely unnecessary for a problem that simply doesn’t need it. By the time they’re done with their Post-it covered voyage, the project has not only lost focus, but it’s also over budget, behind schedule, and-the kicker-it didn’t need Design Thinking in the first place.
There’s your iceberg: the misapplication of a methodology which should never have been set on that particular course.
The Lifeboat Dilemma
Remember how the Titanic didn’t have enough lifeboats because it was believed to be unsinkable? Well, in the world of Design Thinking, the lifeboats are other problem-solving methodologies or tools that would, of course, be far better suited for the task. Problem is, most teams are so intent on staying aboard the “Design Thinking” ship they often forget there are other more practical lifeboats at their disposal.
Sometimes, that means taking a more traditional approach to project management. Other times, it might be an Agile or Lean methodology that applies best. Heck, sometimes all you need is just some good quality time actually spent brainstorming. The thing is, people get on the Design Thinking wave, and then all of a sudden, they forget to ask themselves, “Am I even on the right boat?”.
Just because Design Thinking can be made to work doesn’t mean it is the only solution. There are plenty of lifeboats out there-we just need to remember to use them.
The Aftermath
What, then, is the lesson drawn between the Titanic and Design Thinking in its current state? The closest conclusion drawn easily is that just because something is said to be revolutionary, or even “the best,” that does not make it infallible. Just as the Titanic was not unsinkable, so too is Design Thinking when misused; it can do more harm than good.
Done right, Design Thinking has invaluable merit. It really comes into its own when one is attempting to solve a problem that genuinely requires a user-centered, iterative approach and demands innovation through the use of empathy in the creation of something new and meaningful. It is similarly important, however, to realize that Design Thinking isn’t necessary for every project.
Don’t Let Your Project Sink
Great tool, but again, like all tools, it has a time and a place. If we apply it blindly to everything now because it’s the “hot thing,” we are going to get into trouble, just like the Titanic did.
So next time one starts a project, the question should be asked: is Design Thinking really what you want to do, or are you getting on board with the fad? Do not make your project hit the iceberg because of over-complication and poor fit. Conversely, chart your course towards simplicity and clarity of the right methodology and problem at hand.
And if you are in troubled waters, well, remember: there are always lifeboats, and sometimes it is better to reach for one than to stay aboard a sinking ship.
The Three Amigos
The Royal Wedding
