Capacity for innovation has become a management development priority for corporations and business schools worldwide. A 2015 McKinsey article suggests that innovation thrives when processes and practices involve users throughout development to remove barriers between the idea and the user, facilitating quick and frequent feedback (de Jong, Marston & Roth, 2015).  Design thinking is such an iterative process. It facilitates breakthrough innovation and offers a structure for framing and analyzing complex, ambiguous problems. It incorporates deep user insights, moves beyond assumptions (Brown & Wyatt, 2010), and suggests solutions flow from synthesis of information (Garcia, 2012).

Barriers may exist not only between the idea and the user, but also within teams. Organizational team members with different backgrounds bring useful insight, but communication is often problematic when different perspectives on problems and issues lead to discomfort and lower integration (Jackson, Brett, Sessa, Cooper, Julin, & Peyronnin, 1991). In fact, diverse users may withhold contributions when they feel distanced or alienated (Milliken & Martins, 1996), and initiatives often falter when preconceptions or preformed solutions get in the way. Design thinking can be utilized to engage diverse communities and stakeholders in early and ongoing program development that reflects user and stakeholder needs, wants, and aspirations in an authentic way.

We propose design thinking as a technique that supports cross-functional communication and collaboration via idea-user interface, reporting on our experiences facilitating diverse teams in applying design thinking methodology for complex-problem solving that leverages innovation through responsible management of financial, social, environmental and informational resources.