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Ingo Rauth Ph.D. shared thisReally looking forward to tomorrow's conversation with Richard Demming. We will look back at an interesting career and life and how opportunities can emerge even if life doesn't look like it, when you have the right attitude. #careeerchange #growthmindset #secondmountain
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Ingo Rauth Ph.D. shared this𝗪𝗵𝗲𝗻 𝘄𝗶𝗹𝗹 𝗶𝘁 𝗲𝘃𝗲𝗿 𝗯𝗲 𝗲𝗻𝗼𝘂𝗴𝗵? I found myself asking that question this morning… not because of work, but because of my son. Yesterday, he picked out a new toy. The kind he really wanted. But the moment we got home and opened it, he saw the other options on the box… and immediately wanted the next one instead. He didn’t play with the one in front of him. Didn’t enjoy it. Didn’t even really acknowledge it. And it struck me how familiar that pattern is. Not just for kids. For all of us. We work toward something… a role, a title, a level of success. We get there. And almost instantly, our attention shifts to what’s next. A bigger opportunity. A more exciting path. A different version of life. And slowly, without noticing, we turn what we once wanted… into something we no longer enjoy. I see this a lot with the people I work with. On paper, everything looks right. But internally, something feels off. Not necessarily because they chose the wrong path. But because they stopped relating to what’s already in front of them. And that’s where things get interesting. Because the answer isn’t always to change everything. Sometimes, it starts much simpler. Paying attention again. Noticing what’s already there. Re-engaging with parts of your work or life that still carry energy. That shift alone can change how you experience your days. And from there, you can make clearer decisions about what actually needs to change… and what doesn’t. If you’ve been feeling that quiet sense of “this isn’t it”… before you jump to what’s next, it might be worth asking: What’s right in front of me that I’ve stopped seeing? #CareerClarity #MeaningfulWork #LeadershipDevelopment #Purpose
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Ingo Rauth Ph.D. shared thisEach episode is a real, unscripted conversation with a mid-career professional who reached a point where success alone was no longer enough. We explore the moment things started to feel “off,” the internal doubts and external constraints that kept them stuck, and the turning point that shifted their direction. You’ll hear about identity shifts, fears of losing what was built, conversations that changed everything, and the small experiments that opened new paths. These are not highlight reels. They are honest reflections on how clarity actually emerges. Expect depth, practical insight, and the reassurance that meaningful change rarely starts with a dramatic leap — but with a quiet decision to pay attention.
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Ingo Rauth Ph.D. shared this𝐖𝐡𝐞𝐧 𝐲𝐨𝐮𝐫 𝐫𝐨𝐥𝐞 𝐥𝐢𝐦𝐢𝐭𝐬 𝐲𝐨𝐮𝐫 𝐠𝐫𝐨𝐰𝐭𝐡 There is a moment many people don’t talk about. When things are working on paper but the way you are able to contribute starts to feel… narrower than it should be. Not because you are stuck. But because you have outgrown the structure around you. In the latest Purpose Turn conversation, I sat down with Whitney Gibson, who moved from a successful agency career into building her own consultancy. What stood out was not a bold leap, but a series of quieter recognitions: • That growth can stall even when performance is strong • That constraints are often structural, not personal • That the “next logical step” can still be misaligned • That small experiments can reveal more than big decisions What stayed with me was when, she said: “I think the overarching feeling was probably relief.” Because sometimes what we interpret as uncertainty is actually space. And what looks like risk is simply the absence of a familiar structure. This piece explores that shift without rushing to resolve it. 🎬 Full conversation here: https://lnkd.in/gHab_j3u 👉 Curious to explore ideas like this more deeply? Each week I share the most practical insights and thought-provoking moments from these conversations in my Sunday newsletter. You’re welcome to subscribe here: https://lnkd.in/gYFidr9w
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Ingo Rauth Ph.D. shared this𝐖𝐡𝐞𝐧 𝐚 𝐥𝐚𝐲𝐨𝐟𝐟 𝐝𝐨𝐞𝐬𝐧’𝐭 𝐟𝐞𝐞𝐥 𝐥𝐢𝐤𝐞 𝐥𝐨𝐬𝐬 We tend to assume we know how these moments are supposed to feel. A layoff should bring panic. Urgency. The need to fix things quickly. But that’s not always what happens. In this short clip, Whitney Gibson shares the moment she found out she had lost her job. She had just dropped her kids off. Her husband was on a plane. There was no one to call, no immediate next step. So she went for a walk with her neighbor Barb. And somewhere during that walk, something unexpected showed up. Not fear. Not even confusion, really. Relief. “I think the overarching feeling was probably relief.” Hearing that raises a question: If the first feeling is relief, what does that say about the thing you just lost? In the full conversation, we explore what happened when she didn’t rush past that moment. When she gave it space instead of immediately trying to replace what was gone. Not to make a big, dramatic move. But to understand what this interruption might actually be pointing to. If you’ve ever had a moment like that, where something ends and your reaction surprises you, this might be worth sitting with. You can find the full episode here: https://lnkd.in/gHab_j3u #careerchange #lostmyjob #newbeginnings #refleciton
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Ingo Rauth Ph.D. shared thisEach episode is a real, unscripted conversation with a mid-career professional who reached a point where success alone was no longer enough. We explore the moment things started to feel “off,” the internal doubts and external constraints that kept them stuck, and the turning point that shifted their direction. You’ll hear about identity shifts, fears of losing what was built, conversations that changed everything, and the small experiments that opened new paths. These are not highlight reels. They are honest reflections on how clarity actually emerges. Expect depth, practical insight, and the reassurance that meaningful change rarely starts with a dramatic leap — but with a quiet decision to pay attention.
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Ingo Rauth Ph.D. shared this𝐘𝐨𝐮 𝐚𝐫𝐞 𝐬𝐨 𝐦𝐮𝐜𝐡 𝐦𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐲𝐨𝐮𝐫 𝐋𝐢𝐧𝐤𝐞𝐝𝐈𝐧 𝐩𝐫𝐨𝐟𝐢𝐥𝐞 𝐭𝐢𝐭𝐥𝐞! 𝐒𝐨 𝐰𝐡𝐲 𝐝𝐨 𝐲𝐨𝐮 𝐡𝐨𝐥𝐝 𝐨𝐧 𝐭𝐨 𝐢𝐭? The hardest part of a mid-career transition isn't finding a new job. It’s letting go of the identity that made you successful in the old one. 𝐓𝐡𝐞 𝐃𝐲𝐬𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐁𝐞𝐥𝐢𝐞𝐟 This is the fourth and final dysfunctional belief I see in my research with mid-career professionals. After 15+ years of building a reputation, many senior professionals feel trapped by their own success: "𝐈 𝐝𝐨𝐧’𝐭 𝐤𝐧𝐨𝐰 𝐰𝐡𝐨 𝐈 𝐚𝐦 𝐨𝐫 𝐰𝐡𝐚𝐭 𝐦𝐲 𝐯𝐚𝐥𝐮𝐞 𝐢𝐬 𝐨𝐮𝐭𝐬𝐢𝐝𝐞 𝐨𝐟 𝐭𝐡𝐢𝐬 𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜 𝐫𝐨𝐥𝐞 𝐚𝐧𝐝 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐲". 𝐓𝐡𝐞 𝐑𝐞𝐚𝐥𝐢𝐭𝐲 You have invested so much in your professional persona that you feel misaligned but aren't publicly expressing it. You sense that “who you have become no longer fully fits who you are becoming”. This isn't a crisis; it’s an identity evolution! 𝐓𝐡𝐞 𝐑𝐞𝐟𝐫𝐚𝐦𝐞 Your value is not your title; it is your unique way of creating impact. Over the last month, we have explored the four most common dysfunctional beliefs that keep high-performers stuck: 1️⃣ The Achievement Fallacy (Milestones don't fix alignment). 2️⃣ The Competence Trap (Being good at it doesn't mean you should do it). 3️⃣ The All-or-Nothing Myth (Change doesn't require chaos). 4️⃣ The Identity Lock-In (You are more than your current role). The goal is to shift from a “role-based identity” to a “contribution-based identity”. 𝐓𝐡𝐞 𝐄𝐱𝐩𝐥𝐨𝐫𝐚𝐭𝐢𝐨𝐧 This final question of the series is the most personal: 👉 𝐃𝐨𝐞𝐬 𝐭𝐡𝐞 𝐩𝐞𝐫𝐬𝐨𝐧 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐛𝐞𝐜𝐨𝐦𝐞 𝐚𝐭 𝐰𝐨𝐫𝐤 𝐬𝐭𝐢𝐥𝐥 𝐟𝐢𝐭 𝐭𝐡𝐞 𝐩𝐞𝐫𝐬𝐨𝐧 𝐲𝐨𝐮 𝐚𝐫𝐞 𝐛𝐞𝐜𝐨𝐦𝐢𝐧𝐠 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐥𝐢𝐟𝐞? -- 🧭 Curious to explore some of the questions behind a Purpose Turn? I’ve created a short 𝟲-𝗱𝗮𝘆 𝗿𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝘀𝗲𝗿𝗶𝗲𝘀 for professionals rethinking their next chapter. Comment or DM 𝗥𝗘𝗙𝗟𝗘𝗖𝗧 and I’ll send it to you. Each email takes about 𝟮 𝗺𝗶𝗻𝘂𝘁𝗲𝘀 𝘁𝗼 𝗿𝗲𝗮𝗱. -- 𝐈 𝐚𝐦 𝐈𝐧𝐠𝐨 𝐑𝐚𝐮𝐭𝐡, 𝐏𝐡.𝐃.. I help mid-career professionals turn the gap between success and meaning into clear, strategic direction without sacrificing stability
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Ingo Rauth Ph.D. shared this𝗠𝗼𝘀𝘁 𝗰𝗮𝗿𝗲𝗲𝗿 𝗽𝗶𝘃𝗼𝘁𝘀 𝗱𝗼 𝗻𝗼𝘁 𝗯𝗲𝗴𝗶𝗻 𝘄𝗶𝘁𝗵 𝗮 𝗯𝗼𝗹𝗱 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻. They begin with curiosity & experimentation. In my latest conversation on The Purpose Turn, I spoke with Sarah Sklash, co-founder of The June Motel. Today the business is a recognizable hospitality brand with multiple locations and even a Netflix show. But ten years ago Sarah worked in the Ontario Public Service. Stable job. Pension. Clear upward path. From the outside it looked like a career many people would want. Yet something in her life no longer quite fit. What I found most interesting in her story is how the transition actually began. Not with a dramatic leap. Instead it unfolded through a few small moments: • experimenting with side hustles simply to learn • a casual brainstorming session with a friend • realizing the right partner can unlock courage • recognizing she already had a safety net in her career and reputation None of those moments looked like a turning point at the time. They just looked like curiosity. But curiosity has a way of revealing possibilities that structured career paths often hide. In this week’s newsletter I unpack what Sarah’s journey reveals about how meaningful career shifts actually begin. Often not with certainty. But with small experiments that gradually clarify direction. If you have ever wondered what might happen if you allowed yourself a little more curiosity about what could come next, you might enjoy this one.
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Ingo Rauth Ph.D. shared this“𝗜 𝗹𝗼𝘃𝗲 𝗮 𝘀𝗶𝗱𝗲 𝗵𝘂𝘀𝘁𝗹𝗲.” That’s how Sarah started answering when I asked her how people can safely explore a different career direction. Not by quitting everything overnight. Not by making a dramatic leap. But by experimenting. Before building the company that changed her life, Sarah tried two different side hustles. Neither of them worked. But they were incredibly valuable. For about $1,000 and some time invested, she learned what she was good at, what she was missing, and what kind of work actually energized her. And perhaps most importantly, she discovered something crucial: She needed the right partner. Someone whose strengths complemented her own. That realization turned what had been small, unsuccessful experiments into the foundation for a life changing venture. Many of the career transitions we see from the outside look bold and decisive. But behind the scenes, they often start with small, low risk experiments like this. Trying something. Learning from it. Adjusting. 👉 If you are curious about how people actually navigate these transitions, 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘄𝗶𝘁𝗵 𝗦𝗮𝗿𝗮𝗵 is available here: https://lnkd.in/gQejVVd8 👉 And every Sunday I publish a 𝘀𝗵𝗼𝗿𝘁 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝘀𝘂𝗺𝗺𝗮𝗿𝘆 of these conversations with the most practical insights and takeaways. Subscribe here to get my takeaways from the conversation with Sarah: https://lnkd.in/gYFidr9w
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Ingo Rauth Ph.D. reacted on thisIngo Rauth Ph.D. reacted on thisWhy Is No One Doing Vibe Surgery? The Dangerous Lie That You Can Build What You Do Not Understand “Vibe coding” is the idea that you can describe what you want to a language model, and it will write the software for you. No technical knowledge required. Just vibes. It is celebrated as democratisation. As empowerment. As the end of the technical gatekeeping that kept regular people from building their own tools. Let me ask a question that no one in this conversation seems willing to ask. Why is no one doing vibe surgery? You could describe a surgical procedure to an AI in extraordinary detail. You could say “remove the tumour from the left lobe of the liver, preserve the hepatic artery, close with absorbable sutures.” The language model would probably generate a reasonable-sounding plan. Transfer that to a surgical robot.. But no one on earth would let that plan be executed by someone who has never held a scalpel, because the consequences of getting it wrong are catastrophic. Building software for your business is not surgery. But it is also not nothing. And the consequences of getting it wrong are not theoretical.
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Ingo Rauth Ph.D. liked thisIngo Rauth Ph.D. liked thisA returning presence in the room — Sylvana Gatto. Working at the intersection of mindset and performance, helping professionals elevate how they think, lead, and execute. It’s a perspective that doesn’t just add to the conversation—it shifts it. May 28th — the right room. RÄNDĀ VO͞O Business Network
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Ingo Rauth Ph.D. reacted on thisI love this word Chip Conley, thank you! Coddiwompling: to travel in a purposeful manner towards a vague destination. It captures so well the turn people make in transition: when they realize they don't have to have it all figured out to make meaningful progress, when they understand that they can be proactive while staying open, when they get a good enough of a whiff of the direction in which they are heading that they know there is no turning back.Ingo Rauth Ph.D. reacted on thisI recently came across a word I wish I’d known 30 years ago (thanks Rand Stagen): Coddiwomple — to travel in a purposeful manner toward a vague destination. In other words, my entire career. We’re taught to have a plan. A five-year vision. A clear destination with bullet points and a backup plan. But if I’m honest, most of the meaningful chapters of my life didn’t start with clarity—they started with curiosity. A hunch. A nudge. A slightly irrational “yes.” Looking back, what seemed like detours were actually directions. What felt vague at the time was just life refusing to give me the full map. And thank God for that. Because if I’d known exactly where I was going, I might never have taken the risk. Or worse—I might have optimized my way into a smaller life. Coddiwompling isn’t about being lost. It’s about being open while moving. There’s intention—you’re not drifting aimlessly. But there’s also humility: you don’t pretend to know exactly how it all turns out. Which, if we’re being honest, none of us do anyway. So if you’re in a phase where the destination feels fuzzy but something inside you says “keep going,” you’re not off track. You’re coddiwompling. And sometimes, that’s the most honest way to travel. If this resonates with you, you might appreciate my recent Midlife Chrysalis podcast episode with our cowboy guru Lee Johnson (https://bit.ly/48vWLJH) who quotes African tracker Boyd Varty, “I don’t know where I’m going, but I know how to get there.” You also might appreciate Lee’s workshop (with his beloved Melanie) that starts this Thursday for the weekend: “Inner Tracking: You Are the Path.” (https://bit.ly/4tIXX4y)
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Ingo Rauth Ph.D. liked thisIngo Rauth Ph.D. liked thisMost leadership teams accept a certain level of innovation failure as unavoidable. Good ideas get lost. Execution stalls. The talented people they hire produce less than expected. The response is typically more leadership development, better culture programmes, and clearer communication from the top. Nilofer Merchant believes that all these do is treat the symptoms without touching the cause. The cause is the norms. Invisible, inherited rules about how work gets done that most organisations have never examined and never questioned. Her latest book, Our Best Work names 24 of these norms. Performance reviews. Servant leadership. "Move fast and break things." Each is widely adopted. 70% of new ideas inside organisations are lost, silenced, or ignored before they are ever acted on. Not because the ideas were bad. Because the norms filtered them out before they reached the people with the power to act on them. This matters more now than it did a decade ago. The composition of company value has fundamentally shifted. In 1975, tangible assets such as plant, equipment, and inventory, accounted for roughly 83% of the S&P 500 market value. By 2020, around 80% of company value was intangible: brand, culture, intellectual capital, innovation capacity, quality of thinking, and trust. Standard financial accounting captures almost none of it. And the management systems most organisations rely on were built when tangible assets accounted for the majority of market value. The urgency increases in the age of AI. Nilofer points out that AI can replicate patterns and automate routine tasks. It cannot invent. It cannot dissent. It cannot exercise moral judgment. Organisations that cannot measure and don't protect what their people contribute risk automating away the capacity they need most, all while protecting the norms that were previously suppressing it. Thinkers50 believe that Nilofer's Onlyness framework is one of five ideas most likely to shape business for the next 20 years. The framework states that the most valuable input in any modern organisation is the distinct perspective each individual brings. The perspective that only they can hold. When norms built for a different era filter that perspective out through deference, conformity, or speed, the organisation loses an input that capital and process cannot substitute.
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Ingo Rauth Ph.D. reacted on thisIngo Rauth Ph.D. reacted on thisOh yes. Forward Festival kommt nach Frankfurt. Seit Jahren Treffpunkt für die internationale Designszene und sorgt jedes Jahr für volle Bühnen und frische Perspektiven. Und wir sind am Start. Ich spreche für Arndt Benedikt, Magic hands for magic brands, und freue mich wahnsinnig, dabei zu sein. Es geht um Marke. Es geht um Design. Und darum, wie auf Basis eines klaren strategischen Leitmotivs die richtige Inspiration entsteht und daraus Gestaltung, die nachhaltig funktioniert. Ein klarer Blick auf die Kraft von Gestaltung. Nicht Dekoration, sondern ein System, das verbindet, lenkt und Wirkung erzeugt. Gestaltung ist kein Beiwerk. Sie ist Teil der Identität, macht Haltung erlebbar und entscheidet darüber, ob eine Marke relevant wird oder austauschbar bleibt. Freue mich auf tolle Vorträge, guten Austausch, neue Gesichter und bekannte wiederzusehen. Wird eine gute Zeit.
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Ingo Rauth Ph.D. reacted on thisIngo Rauth Ph.D. reacted on thisWe’re moving through a moment many are calling a tech revolution. I see it differently. This is a human revolution. Yes, the tools are evolving quickly. Yes, the pace can feel dizzying. But if we become overly captivated by the technology itself, we risk missing the deeper opportunity in front of us. The real question is not what the tool can do. It’s what we will do with it. Will it help us think more critically? Create more meaningfully? Collaborate more wisely? Become more human, not less? Grateful to join Future Solving and Brian Evergreen for a rich conversation about the Imagination Era, innovation, and why the future belongs to those who know how to pair tools with wisdom. Technology may accelerate answers. But humans still determine the questions worth asking.
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Ingo Rauth Ph.D. reacted on thisIngo Rauth Ph.D. reacted on thisA lot of people hate the Open to Work banner for this one reason: It forces honesty into a platform built on posturing. Every LinkedIn profile needs two components: the ability to both attract and repel. Your headline, your About section, the way you show up in comments, and who you engage with, all of that shapes who reaches out and who keeps scrolling. The Open to Work banner does the same thing. It's going to attract recruiters looking for candidates who can start working immediately, and repel the judgmental types who think visibility equals desperation. I'm fine with both. If someone's put off by you being clear about where you are, the filter worked. P.S. Desperate or strategic. Which camp are you in?
Experience & Education
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Ingo Rauth Ph.D.
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Founder
precore.net
- 13 years 10 months
Education
Founded, designed and programmed the initial version of precore.net, a web portal that helps school kids to find their way into design studies. In my current position I support and advice ongoing operations and further developments.
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Publications
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The Emergence of Long Life Learning
With increased longevity and a more volatile world, a growing number of people are bewildered by the middle of their adult life. They are advised that lifelong learning will help them compete in an increasingly competitive workplace, but most lifelong learning programs focus little on the unique challenges and needs experienced by those navigating midlife. There is a gap in the educational landscape that presents an opportunity for established institutions of higher education and educational…
With increased longevity and a more volatile world, a growing number of people are bewildered by the middle of their adult life. They are advised that lifelong learning will help them compete in an increasingly competitive workplace, but most lifelong learning programs focus little on the unique challenges and needs experienced by those navigating midlife. There is a gap in the educational landscape that presents an opportunity for established institutions of higher education and educational startups. Some universities as well as private enterprises have started developing curriculum in line with "long life learning." "Long life learning" focuses on developing a sense of purpose and personal well-being by understanding the positive aspects of aging congruent with established adult development theories to create more resilience through midlife transitions. These new programs foster communities of midlife peers who cultivate, harvest, and share wisdom with one another. As such, graduates of these programs may be better prepared to live lives that are as deep as they are long. Reviewing research on midlife development and featuring the efforts of pioneering institutions, this document provides a platform for thinking about "long life learning" that can catalyze universities, non-profits, and private institutions to develop new offerings that support individuals throughout midlife and prepare them for elderhood, much as public junior and senior high schools have done for adolescents about to enter adulthood.
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The challenges of using design thinking in industry–experiences from five large firms
Creativity and Innovation Management
Design Thinking (DT) is advocated as a user‐centred approach to innovation, based on the way designers think and work. Despite being increasingly promoted as an approach to innovation, there is still little evidence of successful impact. Rather, indications suggest that firms find implementation challenging. The purpose of this paper is to analyse challenges of using DT in light of literature on innovation barriers, in order to discuss whether there is something unique about DT as a concept…
Design Thinking (DT) is advocated as a user‐centred approach to innovation, based on the way designers think and work. Despite being increasingly promoted as an approach to innovation, there is still little evidence of successful impact. Rather, indications suggest that firms find implementation challenging. The purpose of this paper is to analyse challenges of using DT in light of literature on innovation barriers, in order to discuss whether there is something unique about DT as a concept that makes it particularly challenging to use. The paper is based on an interview study of five large firms that all have at least five years of experience of using DT. The analysis shows that several of the perceived challenges can be linked to known barriers to innovation. However, other challenges have not previously been described in the innovation literature, and the paper suggests that there are some unique aspects of DT that makes it particularly challenging for firms to integrate it in …
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Design thinking workshops: a way to facilitate sensemaking and idea development across organizational levels
Edward Elgar Publishing
For an idea to thrive and be capitalized on, it must make sense to a variety of internal and
external stakeholders, including managers, engineers, designers, marketers, and most
importantly users. Addressing these groups in a way that resonates with all of them, while
leveraging everyone's creativity, allows an idea to progress from its creation to its successful
implementation. In light of this need, making sense of conflicting viewpoints in relation to
idea development is…For an idea to thrive and be capitalized on, it must make sense to a variety of internal and
external stakeholders, including managers, engineers, designers, marketers, and most
importantly users. Addressing these groups in a way that resonates with all of them, while
leveraging everyone's creativity, allows an idea to progress from its creation to its successful
implementation. In light of this need, making sense of conflicting viewpoints in relation to
idea development is an essential, complex social undertaking that has yet to be the ...Other authors -
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Framing Design Thinking: The Concept in Idea and Enactment
Creativity and Innovation Management
The concept of design thinking (DT) has emerged in management debates as promising
innovation inspired by the way designers work. Despite the growing interest in DT, it is a
difficult concept to study due to the lack of coherence between what DT 'is' in academic and
practical terms. While there are numerous normative and often process-focused depictions
of DT, they seem limited in their ability to account for what occurs in practice. Given the
discussion of DT as a concept…The concept of design thinking (DT) has emerged in management debates as promising
innovation inspired by the way designers work. Despite the growing interest in DT, it is a
difficult concept to study due to the lack of coherence between what DT 'is' in academic and
practical terms. While there are numerous normative and often process-focused depictions
of DT, they seem limited in their ability to account for what occurs in practice. Given the
discussion of DT as a concept, and emerging discussion of its enactment, a framing is ...Other authors -
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Understanding Management Ideas: The Development of Interpretability
Chalmers University
See publicationIn the face of an ever-changing, complex environment, managers in organizations need
constantly to develop ideas on how to maintain competitiveness. One way to address this
challenge comes in the form of ideas about how to manage–or management ideas (MIs).
These may be developed by managers or consultants, and often are publicized through the
business and popular press. Some MIs have achieved widespread temporary popularity and
adoption, spanning industries and continents…In the face of an ever-changing, complex environment, managers in organizations need
constantly to develop ideas on how to maintain competitiveness. One way to address this
challenge comes in the form of ideas about how to manage–or management ideas (MIs).
These may be developed by managers or consultants, and often are publicized through the
business and popular press. Some MIs have achieved widespread temporary popularity and
adoption, spanning industries and continents. As a result, MIs have been compared to eg ... -
Making It Happen: Legitimizing Design Thinking in Large Organizations
Design Management Journal
In recent years, design thinking (DT) has gained ground in industry, especially in the United
States (eg, Wong, 2009) and Europe. DT can be interpreted as a management concept
(Carr, Halliday, King, Liedtka, and Lockwood, 2010) derived from a way of working with
innovation mainly proposed by Tim Brown and David Kelley (Brown, 2008; Kelley and
Kelley, 2013), both connected to Silicon Valley–based design firm IDEO and Roger Martin
(Martin, 2009) at the Rotman School of…In recent years, design thinking (DT) has gained ground in industry, especially in the United
States (eg, Wong, 2009) and Europe. DT can be interpreted as a management concept
(Carr, Halliday, King, Liedtka, and Lockwood, 2010) derived from a way of working with
innovation mainly proposed by Tim Brown and David Kelley (Brown, 2008; Kelley and
Kelley, 2013), both connected to Silicon Valley–based design firm IDEO and Roger Martin
(Martin, 2009) at the Rotman School of Management in Toronto. They argue that everyone ...Other authors -
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Design Thinking as a Meta-disciplinary Approach in Management
Proc. 3rd ISPIM Innovation Symposium, Quebec City, Canada
Design creativity is one of the most relevant fields in design and innovation. To better understand the effectiveness and origin of it, this study draws attention to the question of how design creativity can be mediated via design education. Since institutes exist that focus on teaching design thinking, the question arises what the experts of education believe they achieve with their lessons and how they support students in developing a capability of thinking and acting creative.
In the…Design creativity is one of the most relevant fields in design and innovation. To better understand the effectiveness and origin of it, this study draws attention to the question of how design creativity can be mediated via design education. Since institutes exist that focus on teaching design thinking, the question arises what the experts of education believe they achieve with their lessons and how they support students in developing a capability of thinking and acting creative.
In the empirical part of this study we find that there are different levels of creative knowledge, skills and mindsets that can be achieved by design thinking education, culminating in a capability that is called ‘creative confidence’. Building on these results we demonstrate how design education contributes to both the development and understanding of design creativity. Furthermore we suggest a definition of “design thinking” as a learning model towards creative confidence.Other authors -
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Design Thinking: An Educational Model towards Creative Confidence
Proc. 1st ICDC, Kobe, Japan
. Design creativity is one of the most relevant fields in design and innovation. To better understand the effectiveness and origin of design creativity, this study draws attention to the question of how design creativity can be mediated via design education. This includes the evaluation of education methods as well as the goals of education. Since institutes exist that focus on teaching design thinking, the question arises what the experts of education believe they achieve with their lessons…
. Design creativity is one of the most relevant fields in design and innovation. To better understand the effectiveness and origin of design creativity, this study draws attention to the question of how design creativity can be mediated via design education. This includes the evaluation of education methods as well as the goals of education. Since institutes exist that focus on teaching design thinking, the question arises what the experts of education believe they achieve with their lessons and how they support students in developing a capability of thinking and acting creative.
In the empirical part of this study we find that there are different levels of creative knowledge, creative skills and creative mindsets that can be achieved by design thinking education, culminating in a capability that is called ‘creative confidence. Building on these results we demonstrate how design education contributes to both the development and understanding of design creativity.Other authors -
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Design Thinking in the IT Industry – Exploring Language Games on Understanding, Implementation and Adoption
Proc. Design Thinking Research Symposium 8
In the course of the evolving discourses on design thinking, efforts have been made to apply design thinking to the IT industry with the intention of helping IT development out of too technically oriented design processes. Drawing on an explorative field study, we examined experiences made with those efforts to understand what it means to put design thinking into operation in an IT context. In this paper, we ask how people create meaning about the given problem setting in order to come up with…
In the course of the evolving discourses on design thinking, efforts have been made to apply design thinking to the IT industry with the intention of helping IT development out of too technically oriented design processes. Drawing on an explorative field study, we examined experiences made with those efforts to understand what it means to put design thinking into operation in an IT context. In this paper, we ask how people create meaning about the given problem setting in order to come up with empirically substantiated hypotheses on the issues involved in understanding, implementing, and adopting design thinking in the IT industry.
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Projects
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School of Becoming
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See projectThe mission of the School of Becoming was to provide evidence-based support for professionals who seek to not just react, but proactively engage in navigating their personal and professional development during the beginning of the Covid 19 pandemic.
Seeing how a global pandemic has impacted friends, colleagues, industries, and academia showed me that knowing how to become is not just a matter of self-actualization anymore. Learning to become has become a matter of thriving beyond…The mission of the School of Becoming was to provide evidence-based support for professionals who seek to not just react, but proactively engage in navigating their personal and professional development during the beginning of the Covid 19 pandemic.
Seeing how a global pandemic has impacted friends, colleagues, industries, and academia showed me that knowing how to become is not just a matter of self-actualization anymore. Learning to become has become a matter of thriving beyond surviving in a rapidly changing world. Realizing this, in 2020 I created School of Becoming, a place where people can come together to learn and support each other in navigating these times of transition.
It just took me a couple of career changes, a Ph.D., and relocating 37 times to recognize the “in-between” phases in life for what they are. These transitional periods are widely seen as negative periods in our lives, or a time wasted, but in fact the “in-betweens” of life are when we grow and change the most, and when we truly get to know ourselves. These are the moments when we’re becoming who we’re meant to be. -
DTX - design thinking exchange network
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Co-founded the DTX community - an initiative to bring design thinking practitioners and researchers together. The group meets every couple of month to exchange best practices and research knowledge.
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Innovate By Design - expert interview podcast
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See projectInnovative by design is a podcast that interview innovation and design experts on their experiences. Through that it seeks to provide the community with a look behind the curtain, surfacing best practices and lessons learned. The podcast is supported by Chalmers University of Technology and the Design Thinking and Business by Design community.
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Innovation Playground - Design Thinking
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Innovation Playgrounds are 2-day workshops that allow participants to try out and "play with" new approaches to innovation such as design thinking. The workshops are facilitated by a team of researchers from Chalmers University of Technology with practical and research experiences. The aim is to allow participants to develop a deeper understanding of new innovation approaches and make them actively discuss and reflect upon organizational fit.
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Global Service Jam (Göteborg)
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See projectPart of the event team. Contributed through support in process development, event planning and facilitation.
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Global Sustainability Jam (Göteborg)
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Part of the event team. Contributed through support in process development, event planning and facilitation. Facilitation of two mini Jams which gave a diverse group of people from various backgrounds the chance to experience a design process for the first time and simultaneously helped them to a better understanding of sustainability.
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Honors & Awards
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Creativity and Innovation Management best academic paper award 2016
Journal for Creativity and Innovation Management
The paper "Framing Design Thinking: The Concept in Idea and Enactment" was co-authored with Lisa Carlgren and Maria Elmquist and can be found here: https://onlinelibrary.wiley.com/doi/full/10.1111/caim.12153
"The paper builds on an empirical interview study in six large organizations, which led to the development of a framework structure and the identification of five themes characterizing DT: User focus, Problem framing, Visualization, Experimentation, and Diversity. Each theme is…The paper "Framing Design Thinking: The Concept in Idea and Enactment" was co-authored with Lisa Carlgren and Maria Elmquist and can be found here: https://onlinelibrary.wiley.com/doi/full/10.1111/caim.12153
"The paper builds on an empirical interview study in six large organizations, which led to the development of a framework structure and the identification of five themes characterizing DT: User focus, Problem framing, Visualization, Experimentation, and Diversity. Each theme is associated with specific principles/mindsets, practices, and techniques. The main contribution of this paper is to propose a framework that includes DT both as an idea and as the enactment of the idea, inspired by the works of Latour." -
Ph.D.
Chalmers University of Technology
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Ph.D. stipend: Hasso-Plattner-Institute, University of Potsdam
Hasso-Plattner-Institute
Stipend to investigate Design Thinking from a management theory perspective.
Languages
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German
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English
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Swedish
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German
Native or bilingual proficiency
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