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Design as Leadership: Exploring the Terrain

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Rick Fox

In contrast to the notion of design as a form of self-expression, this presentation advocates that architects and design professionals view design as an act of leadership. It was prepared for a graduate seminar I lead at the Interior Designers Institute in Newport Beach California.

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IDI MIA Seminar 504 Design as Leadership: Exploring the Terrain Rick Fox, Architect IDI Professor February 23, 2013
The focus here...  Is on the inherent potential of DESIGN to lead self and others.
The focus here…  Is not about design leadership as the notion that responsible professionals should:  join  network  lobby  pressure These are important, just not the focus of this presentation.
The focus here…  WHY? Because,  non design- professionals can do all these things  these activities are not unique to design
Aspects of Design Relevant for our purposes  Product  Process  Person
Aspects of Design Relevant for our purposes  Product: (noun)  a human-made object or artifact  features of an “outcome” or experience
Aspects of Design Relevant for our purposes  Process: (verb)  purposeful choice  network of human decision-making  serendipitous discovery
Aspects of Design Relevant for our purposes  Person: (homo sapien)  character traits  mind-set  “intelligences” • IQ, PQ, EQ, SQ • XQ Narcissus ponders
Aspects of Design Relevant for our purposes  People lead a process that culminates in a product.
Product: Artifact | Outcome Object & Function  Functionalist View:  Holistic View:  …  …
Product: Artifact | Outcome Object & Context  Discrete View: each object stands alone, as a separate thing.  Subset View: each object is part of, and fits into a context larger than itself.  Unitary View: object & context are one.
Product: Artifact | Outcome Emotional Engagement- Attachment  According to John Edson in Design Like Apple:  Authentic engagement focuses on: • beauty, ingenuity, charisma  These create a unique competitive advantage.
Product: Artifact | Outcome Meanings & Messages  Do objects convey/embody messages OR, is the object itself the message?  ‘beautiful’ home  ‘artful’ home
Product: Artifact | Outcome Monuments & Landmarks  Mysterious Megaliths  does anybody really know function this serves? Stonehenge Wiltshire, England 3,000 – 2,000 BCE
Product: Artifact | Outcome Monuments & Landmarks  Beloved Architectural Oddities  at completion the tower leaned 1.5-degrees off vertical  by the 1990s, more than 5.5-degrees Leaning Tower Pisa, Italy 1173-1350 ?
Product: Artifact | Outcome Monuments & Landmarks  House as ‘deconstructed’ village  recently listed for sale at $ 895,000 Frank Gehry’s Bensen House Calabassas, CA 1981
Product: Artifact | Outcome Monuments & Landmarks  Mnemonic Devices  design concept developed by Lin while she was an architecture student at Yale University Maya Lin Vietnam Veterans Memorial Wash, D.C. 1982
Product: Artifact | Outcome Evaluative Criteria  Outcomes may be evaluated by various pre-determined, [supposedly neutral] criteria, such as:  imaginativeness  literacy [visual, spatial, cultural, design]  absorption of issues  synthetic response  communicative potential/capacity/strength
Product: Artifact | Outcome Architecture & Design Values  Vitruvian triad:  firmitas  utilitas  venustas  older translation: [firmness, commodity, delight]  recent translation: [strength, function, beauty]
Product: Artifact | Outcome Architecture & Design Values  Vitruvius revisited:  David Smith Capon. The Vitruvian Fallacy, Vol. 1. (1999) • six categories  Rick Fox. Diagram: architecture & design values. • six categories • three axes intersecting • circular process  function-context,  form-construction,  meaning-will
Product: Artifact | Outcome Aesthetic Theories  Many different theories might be usefully deployed to evaluate a designed object or outcome.  Rick Fox. Aesthetic Theories: Philosophies of Art for Design Professionals. 16 Apr 2007. A PowerPoint
Product: Artifact | Outcome Interpretive Positions  A framework for architectural interpretation  Rick Fox, Interpreting Architecture: a Krauszian Approach. May 2009.  Rick Fox, Synopsis of Chapter 5: Application and Examination of Cases. May 2009. A PowerPoint.
Product: Artifact | Outcome Interpretive Positions  M1: Any given design problem has many design- solutions. Michael Krausz American Philosopher
Product: Artifact | Outcome Interpretive Positions  M1: Any given design problem has many design- solutions.  S1: Every design problem has only one design-solution.
Product: Artifact | Outcome Interpretive Positions  Not many designers openly embrace S1  But some adopt this position—in effect— when they strike the attitude that only their solution matters  OR their solution some how counts for more than anyone else’s
Process: Decision | Discovery “Game-Changers” Innovative objects have the potential to radically alter…  our behavior  our values  our world-view
Process: Decision | Discovery “Game-Changers” Things we can’t live without…  but, didn’t even know we needed:  smart phones  tablets  “wearable tech” Maxwell Smart makes a call
Process: Decision | Discovery “Game-Changers” Change Design  =df: design as a tool for cultural change.
Process: Decision | Discovery “Game-Changers” Change Design  Regarding architecture, Bruce Mau notes that, “…the building is not the project. How to live— and work—is the project.” Bruce Mau, Change Design. p. 169
Process: Decision | Discovery Change…  has consequences  it makes most people anxious, whether they admit it or not… people say & do crazy #!@&%sh*t:(
Process: Decision | Discovery Change…  So:  listen below the surface.  get agreement to proceed from stakeholders [who & how many] at each step of the process [how major?].  ratify joint commitments openly. This helps hold everyone accountable—including you.  never leave a meeting or conference call with ambiguous action items.  documentation & focused follow-up are necessities, not after-thoughts.
Process: Decision | Discovery Execution - XQ  The biggest problem in business…
Process: Decision | Discovery Execution - XQ  According to Gary Harpst, the foundational challenge of business success is executing strategy.
Process: Decision | Discovery Execution - XQ He writes, “…building an organization that has the ability to plan and execute, while at the same time, overcoming inevitable surprises in business. This is the biggest and toughest challenge in business.” Gary Harpst, Six Disciplines Execution Revolution, p. 23
Process: Decision | Discovery ”immaculate conception”  Just say ‘NO’  Design professionals tend to be full of ideas, but not so full of ‘XQ’ [Execution intelligence]  Just say “No” to weirdo fonts that are really hard to read ‘NO’
Process: Decision | Discovery ”immaculate conception”  professional credibility depends on exemplary execution, as much on unique ideation and deep domain knowledge.  If you don’t ‘ship’ everyone will know it.  So, stand and deliver.
Process: Decision | Discovery ”immaculate conception”  Today, design ‘XQ’ is fundamentally a collective, collaborative & connective undertaking that begins with personal accountability.
Process: Decision | Discovery ”immaculate conception” “If design is isolated in a department and doesn’t filter across the entire organization, it’s easy to dampen or even kill its impact.” John Edson, Design Like Apple, p. 60
Process: Decision | Discovery Emotional Engagement  an engaging process nurtures the hallmarks of a healthy design culture:  ‘taste’  talent  curatorial discretion Will you be marry me?
Process: Decision | Discovery Emotional Engagement  as a design leader you want your design business to be a healthy design culture. please…
Process: Decision | Discovery Emotional Engagement  Nobody thrives in a cesspool of the five metastasizing cancers… Ok then, I’ll just return the ring...
Process: Decision | Discovery Emotional Engagement  From Covey:  contending  comparing  competing  criticizing  complaining Stephen Covey, The 8th Habit, p.213 you #$% jerk, U suck!
Process: Decision | Discovery Design Method  Using a method can help guide the process, but it is no substitute for sound judgment. “Fear of living without a map is the main reason people are so insistent that we tell them what to do.” Seth Godin Linchpin, p. 125
Process: Decision | Discovery Design Method  Remember Design Theory ?  pragmatic  iconic  canonic  analogic RNF. Four Methods Diagram. 20 May 2006
Process: Decision | Discovery Design Process  is an opportunity to learn and to teach  how the ‘problem’ was approached & resolved  how ideas are tested in a ‘safe’ environment  synthetic-integrative-evaluative skills  self-awareness and awareness of others Vincent Scully Professor of Architecture Yale University
Process: Decision | Discovery Design Critique  occurs on an academic-professional continuum “Constructive solutions require constructive feedback.” RNF Ada Louise Huxtable Architecture Critic
Process: Decision | Discovery Design Critique  So BE:  descriptive  specific  positive  sensitive  realistic Christina M. Scalise, Presentation Strategies & Dialogue, p. 114-115 Ada Louise Huxtable 1921- 2013
Process: Decision | Discovery Design Critique  critique is also an opportunity to practice our project management skills Christina M. Scalise, Presentation Strategies & Dialogue
Process: Decision | Discovery Design XQ “Ultimately, Design XQ is a human-centered process. It is about leading people, not managing things.” --Rick Fox
Person: Virtue | Mind-set The “Genius Dilemma”  I claim, both these popular notions… i) the lonesome, tortured, lost soul yearning to create; ii) the rugged, individual genius struggling against mediocrity are… Challenging ‘sacred’ ideas
Person: Virtue | Mind-set The “Genius Dilemma”  outdated  useless  counter-productive threatens the status quo,
Person: Virtue | Mind-set The “Unspoken Void”  In Making Ideas Happen, Scott Belsky:  focuses on the skills of execution necessary to drive creative pursuits  he presents a systematic approach to creative organization and productivity and will irritate and dismay many.
Person: Virtue | Mind-set The “Unspoken Void” Early on he notes that, “Unfortunately, there is a huge void of leadership capability in the creative world…” p.17
Person: Virtue | Mind-set The “Unspoken Void” As evidence, he cites:  high attrition,  failure to keep team members engaged in ideas and execution,  frequent management debacles,  personal deficiencies & destructive tendencies
Person: Virtue | Mind-set The “Unspoken Void” He continues… “Everyone with the gift of creativity has a series of tendencies that can become obstacles.” Scott Belsky, p. 18
Person: Virtue | Mind-set “Visionary’s Narcissism”  Belsky uses this term to describe the tendency to believe that a given opportunity or challenge is a ‘one-off’—a unique, historic moment not likely to be repeated.
Person: Virtue | Mind-set ”Visionary’s Narcissism”  Regarding leadership he says this trap is, “a leader’s default thinking that he or she is the exception to the rule.” p. 208
Person: Virtue | Mind-set ”Visionary’s Narcissism”  His advice: [p. 208]  challenge yourself to have perspective  don’t get so caught up in the novelty of what you’re doing that you lose sight of history  stay grounded in the notion that the situation you face isn’t isolated & unique [as you’d like to think]
Person: Virtue | Mind-set A common over-reliance  Personal preference:  Scalise notes, “Personal preferences are powerful.” p. 99  Even if true… {and I think it is}  this is not a sufficient reason to conclude that personal preferences ought to drive the design process; OR,  that personal preference is what makes a designed-object exactly the thing it is.
Person: Virtue | Mind-set A common over-reliance  A frequently cited aesthetic justification:  “Beauty is in the eye of the beholder.”  Even if true… {and I think it is not}  this view has some serious flaws  See, RNF Aesthetic Theories PowerPoint
Person: Virtue | Mind-set Other ineffective postures  US versus THEM  [informed design sophisticates] v. [general public]  “The masses are asses.”  US on behalf of THEM  paternalistic paradigm gone wild
Person: Virtue | Mind-set What Works! Understanding and practicing the roles of leadership… avoid redundant “framing”
Person: Virtue | Mind-set What Works!  Covey identifies them as:  modeling  pathfinding  aligning  empowering …A message from the Department of Redundancy department
Person: Virtue | Mind-set Modeling  When properly done, modeling inspires trust without expecting it, and produces personal moral authority. Covey, p. 271
Person: Virtue | Mind-set Modeling  Leaders model the other three roles…  pathfinding  aligning  empowering
Person: Virtue |Mind-set Pathfinding  In design is:  setting the tone  opening up a space of possibility  embracing uncertainty “Vision on a personal scale translates to pathfinding in an organization setting.” Stephen Covey The 8th Habit, p. 218
Person: Virtue |Mind-set Pathfinding  Is also: “…the toughest undertaking of all because you deal with so many diverse personalities, agendas, perceptions of reality, trust levels, and egos.” Stephen Covey The 8th Habit, p. 221
Person: Virtue | Mind-set Aligning  Alignment for Covey is:  designing and executing systems and structures that reinforce the core values and highest strategic priorities of the organization. See, Stephen Covey The 8th Habit, p. 234
Person: Virtue | Mind-set Aligning  In design is:  getting processes & objects to be congruent with values  embodiment of socio- political, cultural values & beliefs “Aligning work is never finished.” Stephen Covey The 8th Habit, p. 218
Person: Virtue | Mind-set Empowering Is the fruit of the other three roles…  Empowerment is according to Covey, “the natural results of both personal and organizational trustworthiness, which enables people to identify and unleash their human potential.” Stephen Covey The 8th Habit, p. 253
Person: Virtue | Mind-set Empowering Is the fruit of the other three roles…  In design is:  when process & object help people find their voice • [inspiration, engagement]  a way for people to tap into all four [five] parts of their nature • [IQ, PQ, EQ, SQ, XQ]  an innovative approach to social justice
Person: Virtue | Mind-set Alternative roles of design leader  Emerging expressions of leadership relative to other stakeholders, include the design professional as:  steward  facilitator  servant-leader  critic-provocateur  advocate-activist  story-teller  idea agent  linchpin
Person: Virtue | Mind-set Opposition & Resistance Coping with opposition to a design-concept, approach OR solution…  Anticipate objections [inspite of what Godin says]  Manage your response
Person: Virtue | Mind-set Opposition & Resistance Coping with opposition to a design- concept, approach OR solution…  Engage in 3rd Alternative thinking  Everyone is a potential valuable resource  Look for common ground  Get stake-holders to ‘buy in’  Listen, respect, participate, THEN decide.
The End Thanks for hanging in there…

More Related Content

Design as Leadership: Exploring the Terrain

  • 1. IDI MIA Seminar 504 Design as Leadership: Exploring the Terrain Rick Fox, Architect IDI Professor February 23, 2013
  • 2. The focus here...  Is on the inherent potential of DESIGN to lead self and others.
  • 3. The focus here…  Is not about design leadership as the notion that responsible professionals should:  join  network  lobby  pressure These are important, just not the focus of this presentation.
  • 4. The focus here…  WHY? Because,  non design- professionals can do all these things  these activities are not unique to design
  • 5. Aspects of Design Relevant for our purposes  Product  Process  Person
  • 6. Aspects of Design Relevant for our purposes  Product: (noun)  a human-made object or artifact  features of an “outcome” or experience
  • 7. Aspects of Design Relevant for our purposes  Process: (verb)  purposeful choice  network of human decision-making  serendipitous discovery
  • 8. Aspects of Design Relevant for our purposes  Person: (homo sapien)  character traits  mind-set  “intelligences” • IQ, PQ, EQ, SQ • XQ Narcissus ponders
  • 9. Aspects of Design Relevant for our purposes  People lead a process that culminates in a product.
  • 10. Product: Artifact | Outcome Object & Function  Functionalist View:  Holistic View:  …  …
  • 11. Product: Artifact | Outcome Object & Context  Discrete View: each object stands alone, as a separate thing.  Subset View: each object is part of, and fits into a context larger than itself.  Unitary View: object & context are one.
  • 12. Product: Artifact | Outcome Emotional Engagement- Attachment  According to John Edson in Design Like Apple:  Authentic engagement focuses on: • beauty, ingenuity, charisma  These create a unique competitive advantage.
  • 13. Product: Artifact | Outcome Meanings & Messages  Do objects convey/embody messages OR, is the object itself the message?  ‘beautiful’ home  ‘artful’ home
  • 14. Product: Artifact | Outcome Monuments & Landmarks  Mysterious Megaliths  does anybody really know function this serves? Stonehenge Wiltshire, England 3,000 – 2,000 BCE
  • 15. Product: Artifact | Outcome Monuments & Landmarks  Beloved Architectural Oddities  at completion the tower leaned 1.5-degrees off vertical  by the 1990s, more than 5.5-degrees Leaning Tower Pisa, Italy 1173-1350 ?
  • 16. Product: Artifact | Outcome Monuments & Landmarks  House as ‘deconstructed’ village  recently listed for sale at $ 895,000 Frank Gehry’s Bensen House Calabassas, CA 1981
  • 17. Product: Artifact | Outcome Monuments & Landmarks  Mnemonic Devices  design concept developed by Lin while she was an architecture student at Yale University Maya Lin Vietnam Veterans Memorial Wash, D.C. 1982
  • 18. Product: Artifact | Outcome Evaluative Criteria  Outcomes may be evaluated by various pre-determined, [supposedly neutral] criteria, such as:  imaginativeness  literacy [visual, spatial, cultural, design]  absorption of issues  synthetic response  communicative potential/capacity/strength
  • 19. Product: Artifact | Outcome Architecture & Design Values  Vitruvian triad:  firmitas  utilitas  venustas  older translation: [firmness, commodity, delight]  recent translation: [strength, function, beauty]
  • 20. Product: Artifact | Outcome Architecture & Design Values  Vitruvius revisited:  David Smith Capon. The Vitruvian Fallacy, Vol. 1. (1999) • six categories  Rick Fox. Diagram: architecture & design values. • six categories • three axes intersecting • circular process  function-context,  form-construction,  meaning-will
  • 21. Product: Artifact | Outcome Aesthetic Theories  Many different theories might be usefully deployed to evaluate a designed object or outcome.  Rick Fox. Aesthetic Theories: Philosophies of Art for Design Professionals. 16 Apr 2007. A PowerPoint
  • 22. Product: Artifact | Outcome Interpretive Positions  A framework for architectural interpretation  Rick Fox, Interpreting Architecture: a Krauszian Approach. May 2009.  Rick Fox, Synopsis of Chapter 5: Application and Examination of Cases. May 2009. A PowerPoint.
  • 23. Product: Artifact | Outcome Interpretive Positions  M1: Any given design problem has many design- solutions. Michael Krausz American Philosopher
  • 24. Product: Artifact | Outcome Interpretive Positions  M1: Any given design problem has many design- solutions.  S1: Every design problem has only one design-solution.
  • 25. Product: Artifact | Outcome Interpretive Positions  Not many designers openly embrace S1  But some adopt this position—in effect— when they strike the attitude that only their solution matters  OR their solution some how counts for more than anyone else’s
  • 26. Process: Decision | Discovery “Game-Changers” Innovative objects have the potential to radically alter…  our behavior  our values  our world-view
  • 27. Process: Decision | Discovery “Game-Changers” Things we can’t live without…  but, didn’t even know we needed:  smart phones  tablets  “wearable tech” Maxwell Smart makes a call
  • 28. Process: Decision | Discovery “Game-Changers” Change Design  =df: design as a tool for cultural change.
  • 29. Process: Decision | Discovery “Game-Changers” Change Design  Regarding architecture, Bruce Mau notes that, “…the building is not the project. How to live— and work—is the project.” Bruce Mau, Change Design. p. 169
  • 30. Process: Decision | Discovery Change…  has consequences  it makes most people anxious, whether they admit it or not… people say & do crazy #!@&%sh*t:(
  • 31. Process: Decision | Discovery Change…  So:  listen below the surface.  get agreement to proceed from stakeholders [who & how many] at each step of the process [how major?].  ratify joint commitments openly. This helps hold everyone accountable—including you.  never leave a meeting or conference call with ambiguous action items.  documentation & focused follow-up are necessities, not after-thoughts.
  • 32. Process: Decision | Discovery Execution - XQ  The biggest problem in business…
  • 33. Process: Decision | Discovery Execution - XQ  According to Gary Harpst, the foundational challenge of business success is executing strategy.
  • 34. Process: Decision | Discovery Execution - XQ He writes, “…building an organization that has the ability to plan and execute, while at the same time, overcoming inevitable surprises in business. This is the biggest and toughest challenge in business.” Gary Harpst, Six Disciplines Execution Revolution, p. 23
  • 35. Process: Decision | Discovery ”immaculate conception”  Just say ‘NO’  Design professionals tend to be full of ideas, but not so full of ‘XQ’ [Execution intelligence]  Just say “No” to weirdo fonts that are really hard to read ‘NO’
  • 36. Process: Decision | Discovery ”immaculate conception”  professional credibility depends on exemplary execution, as much on unique ideation and deep domain knowledge.  If you don’t ‘ship’ everyone will know it.  So, stand and deliver.
  • 37. Process: Decision | Discovery ”immaculate conception”  Today, design ‘XQ’ is fundamentally a collective, collaborative & connective undertaking that begins with personal accountability.
  • 38. Process: Decision | Discovery ”immaculate conception” “If design is isolated in a department and doesn’t filter across the entire organization, it’s easy to dampen or even kill its impact.” John Edson, Design Like Apple, p. 60
  • 39. Process: Decision | Discovery Emotional Engagement  an engaging process nurtures the hallmarks of a healthy design culture:  ‘taste’  talent  curatorial discretion Will you be marry me?
  • 40. Process: Decision | Discovery Emotional Engagement  as a design leader you want your design business to be a healthy design culture. please…
  • 41. Process: Decision | Discovery Emotional Engagement  Nobody thrives in a cesspool of the five metastasizing cancers… Ok then, I’ll just return the ring...
  • 42. Process: Decision | Discovery Emotional Engagement  From Covey:  contending  comparing  competing  criticizing  complaining Stephen Covey, The 8th Habit, p.213 you #$% jerk, U suck!
  • 43. Process: Decision | Discovery Design Method  Using a method can help guide the process, but it is no substitute for sound judgment. “Fear of living without a map is the main reason people are so insistent that we tell them what to do.” Seth Godin Linchpin, p. 125
  • 44. Process: Decision | Discovery Design Method  Remember Design Theory ?  pragmatic  iconic  canonic  analogic RNF. Four Methods Diagram. 20 May 2006
  • 45. Process: Decision | Discovery Design Process  is an opportunity to learn and to teach  how the ‘problem’ was approached & resolved  how ideas are tested in a ‘safe’ environment  synthetic-integrative-evaluative skills  self-awareness and awareness of others Vincent Scully Professor of Architecture Yale University
  • 46. Process: Decision | Discovery Design Critique  occurs on an academic-professional continuum “Constructive solutions require constructive feedback.” RNF Ada Louise Huxtable Architecture Critic
  • 47. Process: Decision | Discovery Design Critique  So BE:  descriptive  specific  positive  sensitive  realistic Christina M. Scalise, Presentation Strategies & Dialogue, p. 114-115 Ada Louise Huxtable 1921- 2013
  • 48. Process: Decision | Discovery Design Critique  critique is also an opportunity to practice our project management skills Christina M. Scalise, Presentation Strategies & Dialogue
  • 49. Process: Decision | Discovery Design XQ “Ultimately, Design XQ is a human-centered process. It is about leading people, not managing things.” --Rick Fox
  • 50. Person: Virtue | Mind-set The “Genius Dilemma”  I claim, both these popular notions… i) the lonesome, tortured, lost soul yearning to create; ii) the rugged, individual genius struggling against mediocrity are… Challenging ‘sacred’ ideas
  • 51. Person: Virtue | Mind-set The “Genius Dilemma”  outdated  useless  counter-productive threatens the status quo,
  • 52. Person: Virtue | Mind-set The “Unspoken Void”  In Making Ideas Happen, Scott Belsky:  focuses on the skills of execution necessary to drive creative pursuits  he presents a systematic approach to creative organization and productivity and will irritate and dismay many.
  • 53. Person: Virtue | Mind-set The “Unspoken Void” Early on he notes that, “Unfortunately, there is a huge void of leadership capability in the creative world…” p.17
  • 54. Person: Virtue | Mind-set The “Unspoken Void” As evidence, he cites:  high attrition,  failure to keep team members engaged in ideas and execution,  frequent management debacles,  personal deficiencies & destructive tendencies
  • 55. Person: Virtue | Mind-set The “Unspoken Void” He continues… “Everyone with the gift of creativity has a series of tendencies that can become obstacles.” Scott Belsky, p. 18
  • 56. Person: Virtue | Mind-set “Visionary’s Narcissism”  Belsky uses this term to describe the tendency to believe that a given opportunity or challenge is a ‘one-off’—a unique, historic moment not likely to be repeated.
  • 57. Person: Virtue | Mind-set ”Visionary’s Narcissism”  Regarding leadership he says this trap is, “a leader’s default thinking that he or she is the exception to the rule.” p. 208
  • 58. Person: Virtue | Mind-set ”Visionary’s Narcissism”  His advice: [p. 208]  challenge yourself to have perspective  don’t get so caught up in the novelty of what you’re doing that you lose sight of history  stay grounded in the notion that the situation you face isn’t isolated & unique [as you’d like to think]
  • 59. Person: Virtue | Mind-set A common over-reliance  Personal preference:  Scalise notes, “Personal preferences are powerful.” p. 99  Even if true… {and I think it is}  this is not a sufficient reason to conclude that personal preferences ought to drive the design process; OR,  that personal preference is what makes a designed-object exactly the thing it is.
  • 60. Person: Virtue | Mind-set A common over-reliance  A frequently cited aesthetic justification:  “Beauty is in the eye of the beholder.”  Even if true… {and I think it is not}  this view has some serious flaws  See, RNF Aesthetic Theories PowerPoint
  • 61. Person: Virtue | Mind-set Other ineffective postures  US versus THEM  [informed design sophisticates] v. [general public]  “The masses are asses.”  US on behalf of THEM  paternalistic paradigm gone wild
  • 62. Person: Virtue | Mind-set What Works! Understanding and practicing the roles of leadership… avoid redundant “framing”
  • 63. Person: Virtue | Mind-set What Works!  Covey identifies them as:  modeling  pathfinding  aligning  empowering …A message from the Department of Redundancy department
  • 64. Person: Virtue | Mind-set Modeling  When properly done, modeling inspires trust without expecting it, and produces personal moral authority. Covey, p. 271
  • 65. Person: Virtue | Mind-set Modeling  Leaders model the other three roles…  pathfinding  aligning  empowering
  • 66. Person: Virtue |Mind-set Pathfinding  In design is:  setting the tone  opening up a space of possibility  embracing uncertainty “Vision on a personal scale translates to pathfinding in an organization setting.” Stephen Covey The 8th Habit, p. 218
  • 67. Person: Virtue |Mind-set Pathfinding  Is also: “…the toughest undertaking of all because you deal with so many diverse personalities, agendas, perceptions of reality, trust levels, and egos.” Stephen Covey The 8th Habit, p. 221
  • 68. Person: Virtue | Mind-set Aligning  Alignment for Covey is:  designing and executing systems and structures that reinforce the core values and highest strategic priorities of the organization. See, Stephen Covey The 8th Habit, p. 234
  • 69. Person: Virtue | Mind-set Aligning  In design is:  getting processes & objects to be congruent with values  embodiment of socio- political, cultural values & beliefs “Aligning work is never finished.” Stephen Covey The 8th Habit, p. 218
  • 70. Person: Virtue | Mind-set Empowering Is the fruit of the other three roles…  Empowerment is according to Covey, “the natural results of both personal and organizational trustworthiness, which enables people to identify and unleash their human potential.” Stephen Covey The 8th Habit, p. 253
  • 71. Person: Virtue | Mind-set Empowering Is the fruit of the other three roles…  In design is:  when process & object help people find their voice • [inspiration, engagement]  a way for people to tap into all four [five] parts of their nature • [IQ, PQ, EQ, SQ, XQ]  an innovative approach to social justice
  • 72. Person: Virtue | Mind-set Alternative roles of design leader  Emerging expressions of leadership relative to other stakeholders, include the design professional as:  steward  facilitator  servant-leader  critic-provocateur  advocate-activist  story-teller  idea agent  linchpin
  • 73. Person: Virtue | Mind-set Opposition & Resistance Coping with opposition to a design-concept, approach OR solution…  Anticipate objections [inspite of what Godin says]  Manage your response
  • 74. Person: Virtue | Mind-set Opposition & Resistance Coping with opposition to a design- concept, approach OR solution…  Engage in 3rd Alternative thinking  Everyone is a potential valuable resource  Look for common ground  Get stake-holders to ‘buy in’  Listen, respect, participate, THEN decide.