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Sevil Rahimova's avatar

I agree with a lot of what you're sharing in your article. From my experience in companies that have had limited focus on the problem or the user, building products with a design thinking framework like the Double Diamond provides some level of guiding principles to kickstart solving in the right direction. So they need the predictability because otherwise there's difficulty in getting a buy-in from Executives.

For companies that have the experience, of course, changing and adapting the processes can further enhance the results - "emergent" as you call it. I have seen the Double Diamond serve a good role in introducing Design Thinking into a company to then step back and allow for the methodology to blossom in new and more appropriate for the company ways. But you can't master something that you haven't practiced in the first place.

The question is not whether to use the Double Diamond, but when to transform how you use it.

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Jouni Ojala's avatar

I wouldn't call the double diamond a design process. Design thinking is a methodology, where problems worth solving are first identified and selected and then potential solution and researched and validated.

The aim is to find a single solution to single problem. That does not mean, that several problems and solutions to them are not discussed. The whole idea of the design thinking process is to find the most the most valuable solution to the most valuable problem first.

The problems with design thinking stem from, insufficient facilitation and decision making and not defining or researching what actually is valuable.

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