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Over the course of a century of professional practice, designers have mastered a set of skills that can be productively applied to a wider range of problems than has commonly been supposed. These include complex social problems, issues of organizational management, and strategic innovation. Conversely, non‐designers—those in leadership positions in companies, governmental and non‐governmental organizations, professionals in a broad range of services and industries—can benefit from learning how to think like designers. We offer some large‐scale and more finely grained ideas about how this might happen.
Brown et al. (Mon,) studied this question.