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In an era of diminishing resources available to social service agencies and increasingly complex social problems, it has become almost imperative that the leaders of nonprofit organizations search for new strategies and solutions. This article discusses a pilot project which utilized experiential learning about design thinking to stimulate innovation in social sector organizations. Results suggest that even limited exposure to design thinking can lead to changes in individual capacity for innovation and increased work engagement. Implications for nonprofit management and the potential for intrapreneurial paths to innovation are discussed.
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