Systemic Practice and Action Research

, Volume 26, Issue 3, pp 257–279 | Cite as

IDEA: A Collaborative Organizational Design Process Integrating Innovation, Design, Engagement, and Action

  • Donald W. de Guerre
  • Daniel Séguin
  • Alicia Pace
  • Noel Burke
Original Paper

Abstract

This paper describes an innovative and successful 1-year organization change process. It captures a design-based inquiry that simultaneously applies creative, purposeful, and systemic thinking to a complex set of issues. Three significant findings result from this research. First, this paper discusses how the change process created the necessary and sufficient conditions allowing for the creation of an innovative organizational design that embeds both optimization and innovation. Second, Design Thinking was used to develop a 2-day participative design process we have called IDEA, an acronym for integrating innovation, design, engagement, and action. We believe that the IDEA organizational design process is replicable. Third, it describes an emergent and co-created change process. This paper concludes by raising questions for future transformative organizational design efforts.

Keywords

Innovation Organizational design Design thinking Organizational change Engagement 

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Copyright information

© Springer Science+Business Media New York 2012

Authors and Affiliations

  • Donald W. de Guerre
    • 1
  • Daniel Séguin
    • 2
  • Alicia Pace
    • 3
  • Noel Burke
    • 4
  1. 1.Department of Applied Human SciencesConcordia UniversityMontrealCanada
  2. 2.Desirable FuturesKootenay BayCanada
  3. 3.Pace ConsultingKootenay BayCanada
  4. 4.School of Extended LearningConcordia UniversityMontrealCanada

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