Design thinking has matured into a qualitative process to tackle what Buchanan (1992) calls: “wicked problems”. Extending beyond the creative sphere, design thinking is now a valid method for government strategy, educational reform and corporate structure (Fyffe & Lee, 2016). Using a human-centred approach (Brown, 2009), design thinking democratises creativity beyond professional practices, allowing anyone to fulfil their potential (Kelley and Kelley, 2013). But can a mindset, or creative process be quantified? And how can it lend weight to existing methods?