A lot of this aligns with what Roger Martin has advocated for in his writing on strategy and management (unsurprisingly, since ‘design thinking’ is essentially ‘social science thinking’):
- the blending of analytical and intuitive mindsets;
- the need for both analysis and synthesis;
- the need for choice-creating and choice-making;
- understanding quantities vs. qualities; and
- the difference between for reliability and validity.
Clayton Christensen also has a similar thread running through his work, from the harm financial tools do to innovation, to why numbers are the lingua franca of business, to the process of ‘theory building’ and associated ‘dumpster diving’.