METISINC

Design thinking is not confined to a single profession, discipline, or industry. Rather, it is a broadly applicable mode of inquiry and problem-solving that can be adopted across contexts. As Deutsch (2020) suggests in Think Like an Architect , this way of thinking should be understood as foundational rather than specialised. It is relevant not only to architects, but also to executives, designers, artists, analysts, and decision-makers across a wide range of fields. In that

Divergent thinking is a cognitive process characterised by the generation of a broad range of creative, varied, and often unconventional ideas in response to a problem or challenge. It stands in contrast to convergent thinking, which focuses on narrowing possibilities in order to identify the single most appropriate solution. Divergent thinking is closely associated with creativity, ideation, and the capacity to move beyond familiar assumptions and established patterns of rea

* (Ball, 2022) Design thinking is rarely a simple exercise when approached from a standing start. The creative process often emerges gradually: in response to a problem, an opportunity, or a need for re-framing and renewed perspective. For this reason, effective design thinking often requires a period of cognitive preparation before meaningful insight can occur. A useful way to begin is by considering how a problem or opportunity might be approached in structured stages. The

Within corporate environments, design and delivery work often spans the full lifecycle of a problem or opportunity: from identification and framing through to solution design, implementation, and eventual retirement. Across this landscape, one recurring challenge is the tendency of organisations to pursue “silver bullet” solutions or adopt the latest management and delivery trend—whether ITIL, UML, RUP, Agile, or otherwise—without fully understanding the intent, discipline, o