Why Design Thinking is on the verge of decline

In the hyper-competitive and increasingly VUCA (Volatile, Uncertain, Complex, and Ambiguous) world of business and innovation, the concept of design thinking emerged as a beacon, promising to bridge the gap between traditional problem-solving approaches and the dynamic, user-centric methods employed by designers. However, as the popularity of design thinking for non-designers soared, it inadvertently led to a series of misconceptions, giving rise to what some are now calling the decline of design thinking.

At its core, design thinking was never meant to transform individuals into full-fledged designers through a brief corporate training program. Instead, it aimed to serve as a primer, introducing non-designers to the problem-solving techniques employed by seasoned design professionals. This approach was akin to offering a course on "thinking like a heart surgeon," acknowledging the distinction between understanding a field and embodying its expertise.

The trouble began when design thinking gained traction among non-designers. Design, already plagued by the misconception that it was merely a matter of common sense, found itself further misunderstood. Attendees of two-day design thinking workshops started believing they were now equipped to lead design initiatives and make complex design decisions, blurring the lines between appreciation and true proficiency.

Enter the Dunning-Kruger effect, a psychological phenomenon where individuals with limited knowledge in a domain tend to overestimate their ability within that domain. Design thinking, with its surface-level exploration of design principles, inadvertently placed many individuals at the peak of the Dunning-Kruger curve. The result was a wave of newfound confidence in design abilities, despite lacking the necessary depth of knowledge.

The surge in popularity attracted a plethora of non-designers to jump on the bandwagon, creating a situation where individuals with minimal understanding of design were teaching others how to design. This became a case of the blind leading the blind, with the potential for misguided design decisions proliferating in various industries.

However, the decline of design thinking, as argued by industry veterans, could be viewed as a positive shift. Design, much like any other professional skill, demands years of education, hands-on experience, and exposure. While accelerated learning is possible, the analogy is drawn to the impossibility of creating doctors in two days – similarly, designers cannot be molded in such a short timeframe.

For those who have dedicated decades to the design profession, a lifetime feels insufficient to master the intricate science and art of design fully. The tipping point came when companies, having undergone design thinking training and attempted to approach design with a simplistic "post-its on a wall" mentality, experienced failed interventions. It became evident that a deeper understanding of design was necessary, leading to the realization that design thinking, in its current form, was not the panacea for complex design challenges. 

However, it's crucial not to dismiss design thinking entirely. It still holds value as an awareness-building program, offering a glimpse into the fundamentals of design. Design thinking can cultivate an appreciation for the design process, albeit just scratching the surface. It is not a comprehensive skills program and should be perceived as a starting point rather than an endpoint in the journey toward design mastery.

Drawing an analogy with articles on Navy SEALs' approaches to various challenges, the point is made that mere exposure to information does not transform one into a specialist. Reading about the Navy SEALs' strategies does not make someone believe they are ready to embark on a mission behind enemy lines with real weapons. Similarly, design thinking should be seen as an introduction, not a replacement for the extensive expertise that designers bring to the table.
 
While design thinking did play a pivotal role in popularizing design in corporate circles, it simultaneously created misconceptions that needed rectification. As we transition into what some might call the post-design thinking era, it becomes essential to strike a balance. The founder of design thinking argued that “design is too important to be left to designers”. Still, the counterargument emerges: design is undeniably crucial, but it should be entrusted to those who have dedicated their lives to mastering the intricate craft of design — the experts.

Saurabh Gupta

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Saurabh Gupta is Co-founder at ZEUX Innovation.