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Most writing on sociological method has been concerned with how accurate facts can be obtained and how theory can thereby be more rigorously tested. In The Discovery of Grounded Theory, Barney Glaser and Anselm Strauss address the equally Important enterprise of how the discovery of theory from data--systematically obtained and analyzed in social research--can be furthered. The discovery of theory from data--grounded theory--is a major task confronting sociology, for such a theory fits empirical situations, and is understandable to sociologists and laymen alike. Most important, it provides relevant predictions, explanations, interpretations, and applications. In Part I of the book, "Generation Theory by Comparative Analysis," the authors present a strategy whereby sociologists can facilitate the discovery of grounded theory, both substantive and formal. This strategy involves the systematic choice and study of several comparison groups. In Part II, The Flexible Use of Data," the generation of theory from qualitative, especially documentary, and quantitative data Is considered. In Part III, "Implications of Grounded Theory," Glaser and Strauss examine the credibility of grounded theory. The Discovery of Grounded Theory is directed toward improving social scientists' capacity for generating theory that will be relevant to their research. While aimed primarily at sociologists, it will be useful to anyone Interested In studying social phenomena--political, educational, economic, industrial-- especially If their studies are based on qualitative data.

Discovery of Grounded Theory: Strategies for Qualitative Research

Case Study Research: Design and Methods

Getting under your skin, or, How design thinking is about more than style -- Converting need into demand, or, Putting people first -- A mental matrix, or, "These people have no process!" -- Building to think, or, The power of prototyping -- Returning to the surface, or, The design of experiences -- Spreading the message, or, The importance of storytelling -- Design thinking meets the corporation, or, Teaching to fish -- The new social contract, or, We're all in this together -- Design activism, or, Inspiring solutions with global potential -- Designing tomorrow--today.

Change by design : how design thinking transforms organizations and inspires innovation

Design and Science I would like to begin this paper with a brief review of some of the historical concerns that have emerged with respect to the relationship between design and science. These concerns emerged strongly at two important periods in the modern history of design: in the 1920s, with a search for scientific design products, and in the 1960s, with a concern for scientific design process. The 40-year cycle in these concerns appears to be coming around again, and we might expect to see the reemergence of design-science concerns in the 2000s. A desire to “scientise” design can be traced back to ideas in the twentieth century modern movement of design. For example, in the early 1920s, the De Stijl protagonist, Theo van Doesburg, expressed his perception of a new spirit in art and design: “Our epoch is hostile to every subjective speculation in art, science, technology, etc. The new spirit, which already governs almost all modern life, is opposed to animal spontaneity, to nature’s domination, to artistic flummery. In order to construct a new object we need a method, that is to say, an objective system.” 1

/pdf/designerly-ways-of-knowing-design-discipline-versus-design-3474fzl69c.pdf

Designerly Ways of Knowing: Design Discipline Versus Design Science

There is a generic innovation process, grounded in models of how people learn, that can be applied across multiple sectors. It can be applied to the design and development of both hardware and software products, to the design of business models and services, to the design of organizations and how they work, and to the design of the buildings and spaces in which work takes place, or within which companies interact with their customers. This article describes such a model of innovation, grounding it in learning models and developing its implications for understanding, implementing, and engaging in the innovation process. The article focuses on the value and functions of multifaceted innovation teams. It notes the difficulties inherent in innovation efforts, shows where some of the pitfalls are for organizations attempting to innovate, and emphasizes the need to be flexible and adaptive in using the innovation process.

https://isfcolombia.uniandes.edu.co/images/documentos/designthinkingdoc.pdf

Innovation as a Learning Process: Embedding Design Thinking:

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References

Discovery of Grounded Theory: Strategies for Qualitative Research

Case Study Research: Design and Methods

Change by design : how design thinking transforms organizations and inspires innovation

Designerly Ways of Knowing: Design Discipline Versus Design Science

Innovation as a Learning Process: Embedding Design Thinking: