Decision-Making Models in Design Thinking: A Management Perspective

Design thinking has emerged as a dominant paradigm in contemporary management practice, blending creative problem-solving with user-centred methods. While much literature describes the phases and tools of design thinking, less attention has been devoted to the specific decision-making models that designers, managers, and cross-functional teams enact during design processes. This paper synthesises decision-making theories (rational, bounded rationality, intuitive/heuristic, recognition-primed, dual-process, participatory and collaborative models) and situates them within the praxis of design thinking. Using a qualitative multiple-case study approach, data were collected through semi-structured interviews, participant observation in design workshops, and document analysis of three organisations that adopted design thinking for strategic innovation. Findings show that effective decision-making in design thinking is dynamic, contextually contingent, and often hybrid — combining structured analytic methods with abductive reasoning, rapid prototyping feedback loops, and stakeholder co-creation. The paper outlines a management-oriented conceptual model linking decision model selection to project phase, risk profile, team composition, and organisational culture. Implications for managers include guidelines for choosing and scaffolding decision processes, training recommendations, and suggestions for integrating evidence-based and participatory decision practices into design routines. Limitations and directions for future research are discussed. Keywords: design thinking, decision making, management, bounded rationality, recognition-primed decision model, qualitative research