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Effects of Approach and Anchoring When Developing Design Capacity

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Effects of Approach and Anchoring When Developing Design Capacity in Public Sectors 




Design is increasingly seen as a potential driver for innovation and growth
both in commercial and public and policy sectors. However this imply design
capacity utilized as a strategic resource, which as Svengren Holm points out
mean focusing not only on the product, but also the process (Svengren Holm,
2011). Many studies show however that companies with little prior
experience of design have a traditional view of design mainly concerning
styling thus focusing only on the outcome, the product (e.g. European
commission, 2010; Acklin 2011a; Ward, Runcie & Evans, 2009). With design
entering into new fields such as services and public and policy sectors it
becomes necessary to look further at how higher design capacity can be
achieved for inexperienced organizations within these contexts as well. In a
forthcoming study, which is presented and discussed here, we look at
integration for design capacity in public sector organizations in regard to
issues seen in a previous study (Malmberg & Holmlid, 2013).


PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014


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