Rethinking design thinking from a positive psychology perspective

Abstract

Positive psychology is part of a larger paradigmatic movement called a positive way of knowing that employs rigorous scientific methods to pursue an improved understanding of optimal human functioning. Positive psychology intervention strategies provide cognitive, behavioural, and emotional tools needed to move through life’s challenges with a focus on developing strengths rather than fixing weaknesses. The science of positive psychology can move people, organisations, and society to a place of flourishing – bringing out the best in human capabilities. In recent years there has been a growing interest amongst researchers and practitioners to understand better how positive psychology intervention strategies can add value to employee well-being. A positive work environment benefits not only the individual but also drives organisational performance. Employees who are happy at work are more motivated to improve their work performance, which benefits the organisation. Most research on organisational well-being focusses on creating a positive work environment in which employees can thrive. However, there is a gap in organisational research about how positive psychology intervention strategies can enrich the organisations' problem-solving and innovation methodologies. Theorists and practitioners widely recognise design thinking as a problem-solving and innovation methodology inspired by the way designers work. Whether it is used as a mindset, methodology, set of principles, process, or a design science, design thinking is used to increase the emotional and symbolic value of the products, services, systems, and human experiences within organisations. Design thinking in the 21st century provides for a human-centred exploration of the problems and purpose of the present – it is a way of thinking rather than a way of doing. This article addresses the gap in organisational research on how positive psychology can add value to organisations' problem-solving and innovation. Through the synthesis of positive psychology constructs, models, and theories v with the current design thinking process, this study adopts a design science research methodology to develop a positive design thinking process as a design artefact (an artificial ‘human-made’ object). For this study, several positive psychology constructs, models, and theories were selected as the positive lens and knowledge base for the design of a positive design thinking process. The selection was: creativity, self-efficacy, compassionate love, cognitive perspective taking, positive reframing, open-mindedness, openness to experience, empathy, self-determination, hope, and flow. The results show that the structure and functionality of a positive design thinking process consist of four main components: (a) a core space of thinking, (b) different domains of thinking within the core space, (c) internal processes, and (d) the outcomes of the internal processes. The findings of this study suggest that looking at design thinking through a positive lens shifts the focus from solving problems to developing the psychological strengths of individual design thinkers. If the focus moves to the individual design thinker, the process can result in more relevant, creative, and innovative solutions.