Based on creating an employee-oriented leadership culture, this report on practices illustrates how the Design Thinking (DT) approach can be used in the context of organization development. Supported by an accompanying process support, four self-directed teams, consisting of employees of Daimler Group Services Berlin GmbH (DGSB), developed concepts to enhance employee satisfaction. In the case report, we describe the challenges faced by the DGSB and the objectives set by management in terms of process execution. Based on these specifications, a ten-week DT concept was developed that included three on-site workshops. The report presents the content, goals, and results of the process, followed by suggestions how our DT concept might be further improved. Finally, based on our observations, we discuss why critical team interactions in a DT process can prevent a team from coming up with good ideas. Based on these considerations, we derive research questions whose investigation can help to further increase the success of organization development. © 2018, Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature.
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