Page 183 - The Design Thinking Playbook

In management meetings, Peter time and again observes that, al- With such decisions, the team is often still busy generating ideas—the supposed solution was actually
though an issue is discussed, the decision is postponed indefinitely in quite far away. In Chapter 1.2, “Why is process awareness key?” we already talked about the groan zone.
light of a rather difficult basic emotional mood. Or a decision is made Once again we must emphasize that it isn’t easy for teams and groups to accept and engage with new
that wasn’t even discussed. Often, the boss makes a decision even and contradictory ideas. You want to get a project moving, but you notice that the team’s energies go in all
before the multitude of different ideas from the divergent phase has directions and are not to the point.
even been thought through. At the moment of ideation, usually group members do not have any clue where they are headed. Especially
What’s so problematic about this is that all the divergent energies and with complex questions, this situation is perceived as unpleasant, difficult, and simply awful. Groups
ideas slow the entire process down. The divergent ideas that have not often experience this situation as dysfunctional. But it isn’t that way at all. Every group and every team
been discussed get dug out again in every project phase and brought go through this period of emergence. The facilitator helps everyone endure any irritation, confusion, and
into the process. disruptions.

Decide—wrong timing Decide—a realistic model

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