Design Thinking is a methodology that can unpack the underlying assumptions that often go unchallenged and unverified during the service preparation and implementation process. It challenges the tendency to believe that we can solve deep-seated societal problems through technological innovation. The design thinking process seeks to propagate system changes around specifically defined users and is competent enough to vastly expand the solutions space to governance challenges via taking regular feedbacks from users frequently.
When Joshua Goldstein, a PhD candidate at the Woodrow Wilson School at Princeton University and a consultant with the World Bank Group accompanied The Governance Collaboratory (Collab) at Stanford—a joint collaboration of the Center for Democracy, Development and the Rule of Law (CDDRL), and the D.school to FLorida along with the Jamaican Ministry of Agriculture’s Rural Agriculture Development Agency (RADA), the Mona School of Business, and Slashroots, a Caribbean civic technology group for a three-day Praedial Larceny design challenge workshop held in April 2013, aimed at understanding the process of innovating within the public sector by working with multitude of stakeholders across the government, he found that the science of service delivery is at-least in-part a Design Science! The challenge that lies ahead of us now is of exploring how public sector, often risk-averse organizations, can use design to solve complex governance bottlenecks, and how we can develop a better understanding about the types of problems that design thinking can help us solve.
Thanks to Hima Batavia for sharing the insightful case study with us.
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