“Without changing our patterns of thought, we will not
be able to solve the problems that we created with our current patterns of
thought” (Dam and Siang, 2017). This quote of Albert Einstein is
more familiar for people who tried to deliver new ideas and faced resistance.
Without a trace of doubt, believing in design, as a strategic method of value
creation is something new for many enterprises and ironically a minority of
start-ups.
It seems, to get a stable organizational support for design capabilities, we
need to pay as meticulous attention to how it will be defined, shared, and
positioned, as it will be applied. The thought provoking point is that
efficient utilisation of ‘design thinking’ can build a commitment to design
itself as a new idea.Roger Martin mentions
to three main equations for commitment to an idea:·        
Normal

Rationally compelled
by the logic of the idea (logic) + emotional comfort with the idea
(emotion)                   commitment·        
Modern

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Logic + data                  sense of proof                 emotional comfort                commitment    Analysis has turned into the principle mean
for this matter. Furthermore, the existing prejudice regarding to analysis
covers the restrictions of analytical “proof” which rooted in analysis of
existing data. However, as we look forward, the proof is powerful as long as
future duplicates the past. Notwithstanding the extreme reality of difference
between future and past, the created ease by data and logic pooled with proof
make us keep going to exert in the what we believe to be verified true instead
of discovering unverified ways. The clear consequence is that we are overexploit
and underexplore. The possible outcome in the business sector would be orderly
bypass of start-ups, which are more enthusiastic about new ideas and usually devastate
settled companies cornered in exploitation mode (Martin,
2017. P2).·        
Stable

Logic + data +
emotions                 commitment

    Therefore, intervention design needs the
consideration of both emotions and logic evenly and only a strong mixture of
both of them can drive commitment. Luckily the instruments of design thinking,
that have been implemented for initiating new ideas for long years, could be
applied on the ways of  increasing
reinforcement for those ideas or “the intervention” as we call it in design
thinking (Ibid).

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