Brown, Tim. “Change by Design” How Design Thinking Transforms Organizations and Inspires Inspiration. Harper Collins. 2009
Tim Brown, author of “Change by Design” (2009), explains how ‘design thinking’ allows for organizations to gain successful and more innovative solutions for the end results of a design project. This is done through collaboration. He discusses that in the reality of this concept, there is no one specific recipe that will allow rewarding outcomes but there are useful starting points to help guide one through the creative process. These landmarks may include but are not limited to the acts of; ‘inspiration’, the problem or opportunity that motivates the search for solutions; ‘ideation’, the process of generating, developing, and testing ideas; and ‘implementation’, the road that leads from the project room to the market. Projects may revisit these concepts more than once which makes room for new creative direction that should not go undiscovered.
Brown supports this idea by providing examples of different corporations such as IDEO and Mattel who have embrace the practice of ‘design thinking’ and provided working deliverables for their audience. Brown also exposes how the affects of professionals from different background disciplines working together with a design mentality, will allow for many new opportunities for innovation to take place. Senior VP, Ivy Ross of design for girls’ products at Mattel realized that it was difficult for various disciplines across the company to communicate and collaborate. To address this, Brown mentions that she created Platypus. This was a 12 week program experiment which allowed for participants in the organization where invited to relocate their office space with the objective of generating new and out-of-the-box product ideas. This experiment received it’s name because of the term platypus being defined as an uncommon mix of different species. This process allowed for the participants to explore new directions for girl’s play and came up with a series of innovative product concepts. By the end of the experiment they were ready to pitch their successful ideas to management.
Collaboration efforts allows for one to connect with the target audience in a more affective way. Keeping the value in the forefront that it is all about the people. John C. Maxwell mentions that connecting is never bout the design team. It’s about the person with whom the team is communicating. Connecting will require the team to focus from inward to outward. This is usually missed when the team becomes more focused on themselves which does occur often if not focused. 
Browns purpose to make his viewers aware of the changes occurring in the 21 Century design industry. It is no longer the routine of a designer just chained to a desk in a studio shut away from the team in an organization. We are in a time where the designer needs to be just as comfortable to hold weight in a boardroom with other executives or professionals. On another note, he explains that the idea of ‘design thinking’ is not just a concept that should be embraced by designers alone. Brown mentions that the skills of ‘design thinking’ needs to be dispersed throughout organizations and into the areas of executives and those responsible for strategic planning. When a team of talented, optimistic, and collaborative design thinkers come together, Brown asserts that a chemical change occurs that can lead to unpredictable actions and reactions. Collaboration through a practitioner does not come to a situation with fixed, predefined problem statements, but undertakes investigation and engages in dialogue through which appropriates emerging metaphors. This effort will allow for the organization as a whole to position themselves to experience successful results.
Brown establishes himself to present his idea of ‘design thinking’ to an audience of educated individuals and corporations that thrive for creative and innovative solutions that will appeal to their audience. Brown is challenging companies to incorporate design into their organizational DNA. However, he is also challenging designers to continue the transformation of design practice itself. He mentions that the ever so changing industry is calling for a new design practice. This demand creates a need for collaboration in such a way that amplifies , rather than subdues the creative powers of an individual. It is a practice that is focused but in turn, flexible and responsive to unexpected opportunities. Brown tells his audience that the next generation of designers will need to begin to look at every problem from adult illiteracy to global warming as a design problem.
Maxwell C. John. “Everyone Communicates, Few Connect”. Thomas Nelson. Page 29. 2010.
Wild, Lorraine. “Looking Closer Four: Critical Writings on Graphic Design.” That Was Then, and This is Now; But What is Next? Page 140. Allworth Press. 2002
1. How could a freelance designer embrace the concept of ‘design thinking’ for successful exploration of open opportunities.
2. How may one facilitate a collaboration session to assure focus of the meetings.
3. What happens if the idea of joining a diverse number of professionals from different disciplines to generate creative concepts do not work? Do you eventually start over with a new team of individuals or continue with the same group but revisit the situation.