Date of Award
2026
Degree Type
Dissertation
Degree Name
Doctor of Business Administration (DBA)
Department
General Business
First Advisor
Maling Ebrahimpour
Abstract
Organizations increasingly invest substantial resources in structured problem-solving methodologies, despite high rates of implementation failure and inconsistent empirical evidence regarding their comparative effectiveness of Lean Thinking (LT) and Design Thinking (DT). This study examines the effects of LT, DT, and teamwork (TW) training on problem-solving efficiency, creativity, collaborative dynamics, and risk aversion using a randomized, convergent mixed-methods design. Thirty-six undergraduate participants were assigned to LT, DT, or TW training and completed both simple and complex problem-solving tasks. Outcomes were assessed using time-to-solution measures, validated observer rubrics, surveys, and qualitative reflections. Results indicate that TW groups demonstrated the strongest collaborative dynamics and fastest performance on simple tasks, while DT groups performed best on complex tasks. LT did not show a consistent efficiency advantage, and DT did not outperform other conditions on creativity. Qualitative findings revealed divergence between participants' self-perceptions and objective performance outcomes. Grounded in Social Cognitive Theory and Dual Process Theory, the findings suggest that foundational teamwork skills may rival or exceed formal methodologies in certain contexts. Implications for training design and future research directions are discussed.
Recommended Citation
Lawrence, Claude II, "LEAN THINKING VERSUS DESIGN THINKING: IMPACT ON PROBLEM SOLVING DYNAMICS – PILOT STUDY" (2026). Open Access Dissertations. Paper 4538.
https://digitalcommons.uri.edu/oa_diss/4538