Construction projects can be framed as a network commitments as defined by Linguistic Action Theory. With each project, varied requirements, designs, stakeholders, personalities, and countless other factors create new, indeterminate sets of issues whose resolution will be unique and determined by the linguistic actions of stakeholders. Because of this complexity, project definition and execution can be classified as 'wicked problems�, or problems that are undefined in nature and defy a rational solution. 'Design Thinking' is a method of creative problem solving that is useful in addressing wicked problems through its use of divergent brainstorming followed by convergent solution development. This paper first uses a case study to demonstrate how one team used Design Thinking to analyze and improve communication between stakeholders, and then proposes how Design Thinking can be added to the lean tool kit as a method of driving continuous improvement.