CHAPTER 7
Getting Personal
Developing Yourself as a Design Thinker
IN THE PAST SIX CHAPTERS, I’ve discussed ways to balance validity and reliability at the organizational level and delved into examples of CEOs who have achieved the balance within their own enterprises. The discussion might lead you to ask whether design thinking is the exclusive domain of the CEO and the members of the senior management team. What can you hope to achieve if you’re not a senior manager? What if, for instance, the CEO of your organization carefully protects reliability against validity and steadfastly favors exploitation over exploration? Should you just give up and work at exploiting the current knowledge to produce reliable outcomes? Is that all you can do? ...
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