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managing as designing	

      Prof. Jurgen Faust
how to start?	

                     Various possibilities:	


- historical	

- fundamental (philosophical)	

- personal	

- searching/constructing for design discourse in management
and visa versa
historical:	


- initiated by Boland and Collopy (2004)	

- published by Stanford Press	

- follow up conferences in Designing with a ‘Positive Lens’ and   	

Positive Design, Convergence Managing as Designing	


http://convergence.case.edu/
personal:	


- invited and joined the managing as designing workshop	

- positive lens workshop	

- positive design workshop	

- published in all volumes	

- ...
Fundamentally	

                          discourse:	


- intention was to stimulate change in management practice and
education (H. Simon)	

- inspired by the work of Frank Gehry (P.B. Lewis Building)
Aspects of discourse	

                      Managing as Designing	


- Both disciplines are problem solving	

- Management is a design discipline	

- But problem solving is different in both fields
problem solving in management	

Four paradigms in management history:	

- paternalistic/political paradigm	

- accountability/authority paradigm	

- workflow paradigm	

- decision paradigm	



Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management
Science, V. 32, No. 5
paternalistic/political paradigm	

- tribal leaders allocating tribal resources, blood ties and political
allegiances	

...origin of management, but still in place, SME, family driven
enterprises, entire countries are managed in such ways	



Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management
Science, V. 32, No. 5
accountability/authority paradigm	

- the base of Roman Empire, central to classical organizations,
central to Max Weber’s thinking about bureaucracies	

...when designing organizations, it is important to specify who is
accountable for fulfilling which responsibilities and to allocate
resources so that they can fulfill these responsibilities	



Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management
Science, V. 32, No. 5
workflow paradigm	

- The workflow paradigm is triggered by the industrial
revolution, where organizational structures and processes are
designed around the flow of work	





Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management
Science, V. 32, No. 5
Decision paradigm	

- decisions are driven by making rational choices among
alternatives using tools like: economic analysis, risk management,
multiple criteria decision making, simulation and the time value
of money.	

- therefore the focus is on analysis instead of creating
alternatives to existing solutions.	

- a decision attitude assumes that the alternatives are already at
hand 	


Boland and Collopy, 2004, in Managing as Designing, Stanford press
designing	

                                          is different...	


- designers are not primarily concerned in making decisions	

- designers are concerned to find the possible best solution	





Boland and Collopy, 2004, in Managing as Designing, Stanford press
designing:


- designers are always in the midst of something	

- thrown into a situation (Geworfenheit from Heidegger)	

- without the opportunity of acting and function as a detached
observer	




Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy,
Stanford press, 2004, 36
designing limitations 	

- extremely difficult decisions	

- ambiguous and conflicting information	

- shifting goals	

- time pressure	

- dynamic conditions	

- complex operational team structures	

- poor communication	

- every course of action carries significant risk	


Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy,
Stanford press, 2004, 36
thrownness	

                          is a useful vocabulary for design	


- accepts a different set of background assumptions	

a limited amount of options, unreflective submission, occasional
interruptions, unquestioned answers, readymade categories for
expression and interpretation and disjunction between
understanding and explanation	

- design is only incremental	


Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy,
Stanford press, 2004, 36
designing	

                   ...gains meaning from thrownness	

- situation can’t be determined	

- design enlarges the set of options	

- reduce blind spots	

- facilitate brief reflection	

- reduce the disruptiveness of interruptions	

- encourage trial and error with safety	

- refine primitive categories	

- tighten the coupling between existence and interpretation	


Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy,
Stanford press, 2004, 36
Good design	

                                  is reflection in action	


, In a good process of design, this conversation with the situation is
reflective. In answer to the situation’s back-talk, the designer
reflects-in-action on the construction of the problem, the strategies
of action, or the model of the phenomena, which have been implicit
in his moves.’	


Donald Schoen, The reflective Practitioner, How Professional think in Action, Perseus Books, 1982, p.
79
design thinking	

                                    in Organizations	


- is based on interaction design (Buchanon, 2004)	

- how people relate to other people	

- how products mediate these relationships	




Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing
as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
interaction design process	

various steps:	

- vision	

- strategic planning	

- preparing and planning a strategic brief for interaction design	

- generating ideas for design and selecting valuable solutions	

- planning and prototyping for the ultimate design	



Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing
as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
difference	

                    between management and design	

- designers visualize in order to make complexity accessible for
the team	

- collaborative and participatory designing	

- rapid and frequent prototyping	

- user research and user testing	

- task based scenario building	

- in general --- designing looks for horizontal distribution of
responsibilities	


Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing
as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
design thinking	

          in implicit in management and organizational theory	


Buchanon sees as well the domination of the analytical tools in
the 20th century dominating management:	


- scientific management	

- management of human relations	

- management through structural analysis	


Guillen, M, Models of Management: Work, authority, and organization in a comparative perspective,
University of Chicago Press, 1994
Managing as designing	

                        the key issue	


The analytical tools have dominated in management and there is
a clear lack of synthetic skills in new programs of human-
centered action. That is a clear underdeveloped area of
management as designing.
change	

                               in system understanding	


... the change in system understanding: we are no longer 	

focusing on material systems, on systems of things, 	

we are focusing on human systems, the integration of
information, physical artifacts, and interactions in environment of
living, working, playing and learning. 	


(Buchanon, 2001, Design Research and the New Learning, in Design Issues 200117, No. 4, 3-23 )
the order of design	

                          by R. Buchanon	


1st   order: design of symbols and signs	

2nd   order: things and artifacts	

3rd   order: design of experiences and interactions	

4th   order: systems and environments
decision paradigm	



                  Deciding	




                                      choice-intelligence-design etc.	





Simon 1960, The New Science of Management Decision, Paper  Row, NY, 1960
managing as designing	

                                          process	





Designing	




               intelligence-design-choice	

     intelligence-design-choice
designing	





Faust, 2004, Purposes in Lieu of Goals, Enterprises in Lieu of Things, In Managing as designing, 	

Stanford Press, 2004
thank you	

all rights reserved: Prof. Jurgen Faust	





Slides of lecture to be found at slideshare.

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Managing as designing 1

  • 1. managing as designing Prof. Jurgen Faust
  • 2. how to start? Various possibilities: - historical - fundamental (philosophical) - personal - searching/constructing for design discourse in management and visa versa
  • 3. historical: - initiated by Boland and Collopy (2004) - published by Stanford Press - follow up conferences in Designing with a ‘Positive Lens’ and Positive Design, Convergence Managing as Designing http://convergence.case.edu/
  • 4. personal: - invited and joined the managing as designing workshop - positive lens workshop - positive design workshop - published in all volumes - ...
  • 5.
  • 6.
  • 7. Fundamentally discourse: - intention was to stimulate change in management practice and education (H. Simon) - inspired by the work of Frank Gehry (P.B. Lewis Building)
  • 8. Aspects of discourse Managing as Designing - Both disciplines are problem solving - Management is a design discipline - But problem solving is different in both fields
  • 9. problem solving in management Four paradigms in management history: - paternalistic/political paradigm - accountability/authority paradigm - workflow paradigm - decision paradigm Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management Science, V. 32, No. 5
  • 10. paternalistic/political paradigm - tribal leaders allocating tribal resources, blood ties and political allegiances ...origin of management, but still in place, SME, family driven enterprises, entire countries are managed in such ways Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management Science, V. 32, No. 5
  • 11. accountability/authority paradigm - the base of Roman Empire, central to classical organizations, central to Max Weber’s thinking about bureaucracies ...when designing organizations, it is important to specify who is accountable for fulfilling which responsibilities and to allocate resources so that they can fulfill these responsibilities Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management Science, V. 32, No. 5
  • 12. workflow paradigm - The workflow paradigm is triggered by the industrial revolution, where organizational structures and processes are designed around the flow of work Huber and McDaniel, 1986, The decision-Making Paradigm of Organizational Design, in Management Science, V. 32, No. 5
  • 13. Decision paradigm - decisions are driven by making rational choices among alternatives using tools like: economic analysis, risk management, multiple criteria decision making, simulation and the time value of money. - therefore the focus is on analysis instead of creating alternatives to existing solutions. - a decision attitude assumes that the alternatives are already at hand Boland and Collopy, 2004, in Managing as Designing, Stanford press
  • 14. designing is different... - designers are not primarily concerned in making decisions - designers are concerned to find the possible best solution Boland and Collopy, 2004, in Managing as Designing, Stanford press
  • 15. designing: - designers are always in the midst of something - thrown into a situation (Geworfenheit from Heidegger) - without the opportunity of acting and function as a detached observer Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy, Stanford press, 2004, 36
  • 16. designing limitations - extremely difficult decisions - ambiguous and conflicting information - shifting goals - time pressure - dynamic conditions - complex operational team structures - poor communication - every course of action carries significant risk Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy, Stanford press, 2004, 36
  • 17. thrownness is a useful vocabulary for design - accepts a different set of background assumptions a limited amount of options, unreflective submission, occasional interruptions, unquestioned answers, readymade categories for expression and interpretation and disjunction between understanding and explanation - design is only incremental Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy, Stanford press, 2004, 36
  • 18. designing ...gains meaning from thrownness - situation can’t be determined - design enlarges the set of options - reduce blind spots - facilitate brief reflection - reduce the disruptiveness of interruptions - encourage trial and error with safety - refine primitive categories - tighten the coupling between existence and interpretation Karl Weick, ,Rethinking Organizational Design’, in Managing as Designing, ed. Boland and Collopy, Stanford press, 2004, 36
  • 19. Good design is reflection in action , In a good process of design, this conversation with the situation is reflective. In answer to the situation’s back-talk, the designer reflects-in-action on the construction of the problem, the strategies of action, or the model of the phenomena, which have been implicit in his moves.’ Donald Schoen, The reflective Practitioner, How Professional think in Action, Perseus Books, 1982, p. 79
  • 20. design thinking in Organizations - is based on interaction design (Buchanon, 2004) - how people relate to other people - how products mediate these relationships Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
  • 21. interaction design process various steps: - vision - strategic planning - preparing and planning a strategic brief for interaction design - generating ideas for design and selecting valuable solutions - planning and prototyping for the ultimate design Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
  • 22. difference between management and design - designers visualize in order to make complexity accessible for the team - collaborative and participatory designing - rapid and frequent prototyping - user research and user testing - task based scenario building - in general --- designing looks for horizontal distribution of responsibilities Richard Buchanon, Management and Design: Interaction Pathways in Organizational Life, in Managing as Designing, ed. R. Boland and F. Collopy, Stanford Press, 2004, p. 54-64
  • 23. design thinking in implicit in management and organizational theory Buchanon sees as well the domination of the analytical tools in the 20th century dominating management: - scientific management - management of human relations - management through structural analysis Guillen, M, Models of Management: Work, authority, and organization in a comparative perspective, University of Chicago Press, 1994
  • 24. Managing as designing the key issue The analytical tools have dominated in management and there is a clear lack of synthetic skills in new programs of human- centered action. That is a clear underdeveloped area of management as designing.
  • 25. change in system understanding ... the change in system understanding: we are no longer focusing on material systems, on systems of things, we are focusing on human systems, the integration of information, physical artifacts, and interactions in environment of living, working, playing and learning. (Buchanon, 2001, Design Research and the New Learning, in Design Issues 200117, No. 4, 3-23 )
  • 26. the order of design by R. Buchanon 1st order: design of symbols and signs 2nd order: things and artifacts 3rd order: design of experiences and interactions 4th order: systems and environments
  • 27. decision paradigm Deciding choice-intelligence-design etc. Simon 1960, The New Science of Management Decision, Paper Row, NY, 1960
  • 28. managing as designing process Designing intelligence-design-choice intelligence-design-choice
  • 29. designing Faust, 2004, Purposes in Lieu of Goals, Enterprises in Lieu of Things, In Managing as designing, Stanford Press, 2004
  • 30. thank you all rights reserved: Prof. Jurgen Faust Slides of lecture to be found at slideshare.