"By now," writes Professor Jeanne Liedtka, "most executives have at least heard about design thinking’s tools—ethnographic research, an emphasis on reframing problems and experimentation, the use of diverse teams, and so on—if not tried them. But what people may not understand is the subtler way that design thinking gets around the human biases (for example, rootedness in the status quo) or attachments to specific behavioral norms (“That’s how we do things here”) that time and again block the exercise of imagination."

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