Design Creativity in the Belly of the Beast

C‐K theory is about design creativity & innovation. Operational theory is about optimization and efficiency. C‐K theory is about the search for the new in the unknown. Operational theory is about squeezing out inefficiency in the known. C‐K theory works best under low pressure whereas operational theory works best under high pressure. C‐K theory provides a framework for an exploration of a metaphorically unknown jungle whereas operational theory provides the procedures for traveling by public transport. This paper addresses the challenging situation of applying design creativity within tightly organized operational processes. Processes are tightly woven organizational routines which resemble the parasympathetic system of our digestion that proceeds autonomously. How can we break in and make room for design creativity? From a situational perspective on C‐K theory, we then look at the theory of organizational routines. What are they and how are they created? These thoughts form the prelude to an exploration of the possible inclusion forces of routines, the forces that keep people within the behavior of the routines. Along the lines of a Deweyan inquiry, we look for integration of these elements to ultimately arrive at a proposal for resolution. Not easy, but fundamental.