Applying design thinking to the decision-making process : a field study in Swedish local authorities

Purpose: This study aims to examine the application of design thinking to complex decision-making processes in local government and to link the design thinking to the theoretical work of leading thinkers in decision-making. Design/methodology/approach: This study uses multiple case studies, including non-participant observation, group discussions, semi-structured interviews, presentations and questionnaires. Findings: For complex decisions, design thinking can contribute to more effective decision-making by expanding the range of solutions considered, people consulted and involved, sources of data/information and decision tools as well as in achieving buy-in to the eventual decision. Research limitations/implications: The principal limitations include that this is one study in one country and in the public sector. There were some practical problems with external factors disrupting two of the cases, but these do not affect the findings. The principal implication is that by adopting a design thinking approach to complex decision-making, the quality of decision-making and decisions can be significantly improved. Practical implications: When it comes to complex decisions, organisations can improve the quality of both their decision-making processes and their decisions by adopting and implementing ideas and insights from design thinking. Social implications: For local authorities, a design approach can enhance the quality of the services provided by local authorities to citizens in particular in better meeting the needs of users and other stakeholders and in opening up better lines of communications between officials and citizens. Originality/value: This research was based on an initiative in Swedish local government and its first implementation in practice. The authors are not aware of any similar study done elsewhere.