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2022 | Buch

Design Management

Create, Develop, and Lead Effective Design Teams

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Über dieses Buch

Designers are more in-demand than ever, and companies all over the world are creating new leadership roles to manage them. With only a few select institutions teaching effective design management skills, self-taught design managers are on the rise and resources are needed to guide them. This book will help you hone your leadership skills and magnify your team’s potential.

Eager designers will learn the behavioral abilities required to lead and manage impactful and efficient teams using a systemic, context-agnostic, and therefore repeatable approach. While effective design management is vital in these times of complexity and fast change in organizations, the available literature on design management is insufficient, predominately informative, and unfortunately, not actionable. This book fills that gap by illuminating the soft skills you need to lead your team to success.

You'll gain confidence about how to optimize meetings, run successful kickoffs, manage yourself, and how to best approach and frame your working environment. Whether you are a designer looking to lead, or a member of an organization looking for guidance on how to better incorporate design, this book belongs on your shelf. Design Management is here to assist you in the long haul.

What You'll Learn

Comprehend the underlying social and psychological dynamics of leadership and managementCultivate the behavioral elements of a design managerUnderstand the building blocks of a design leaderEstablish your core practices and create a self-development programDevelop and project healthy and sustainable influenceBuild trust, create psychological safety, and fulfill the social needs of high-performing teamsCoach individuals and groups to unlock creativity and nurture creative collaborationOptimize in-person and remote design operations

Who This Book Is For

Everyone who desires to expand and deepen their knowledge of design leadership and management, comprehending the social and psychological underpinning elements of this discipline. Aspiring or recently appointed design leaders and managers who necessitate a practical education in this field and individuals already in charge of a group who aspire to evolve their understanding to advance their career toward a Head of Design or Chief Design Officer role.

Inhaltsverzeichnis

Frontmatter

Manage like a Leader

Frontmatter
Chapter 1. The Behavioral Elements of a Design Manager
Abstract
In 2009, Jack Zenger and Joe Folkman published a fascinating study of over 60,000 leaders ideated to capture what identifies a manager as “excellent.” The findings showed that if a manager displays strong results-oriented skills, the chance of being seen as “excellent” is 14%. If a manager demonstrates strong social-oriented skills instead, the possibility of being seen as “excellent” is 12%. However, if a manager possesses strong results-oriented and social-oriented skills, the likelihood of being seen as “excellent” significantly increases to 72%. In this chapter, you will explore the behavioral elements of a design manager. You will learn how the neural networks that underlie the human element in design extend directly to the way we deploy leadership and management abilities. You will analyze the management and leadership preconceptions, the consequences of an imbalance between these two competencies, and how to assess your behavioral inclination. You will also examine the social needs of a team and the functional requirements of the working environment learning how to architect an optimal physical and digital configuration based on the needs of a specific group.
Andrea Picchi
Chapter 2. The Building Blocks of a Design Leader
Abstract
More than 10,000 articles have been published on the subject of leadership in the past century, and more than 100,000 books are available on Amazon alone. Whereas some publications on leadership are based on research, the vast majority reflect the personal opinion or the passive observation of practicing managers with leadership capabilities. With the intent to address this issue, this chapter provides an empirical analysis of the nature of design leadership and introduces a research-based conceptual model that captures its building blocks and articulates its constituents in detail. In this chapter, you will explore the building blocks of a design leader. You will learn the differentiating design leadership competencies and the interrelation between these abilities. You will examine the business impact of the design leadership capabilities and analyze the social cognitive neuroscientific origin of its emotional substrate. You will also learn how to assess your level of emotional intelligence.
Andrea Picchi

Managing Yourself

Frontmatter
Chapter 3. Create Your Developmental Program
Abstract
The 20th century saw the transition from the management age of expertise to the era of empathy; this foundational shift changed the management dynamics and redefined the leadership requirements. Today, being a design manager with leadership responsibilities requires a substantial set of abilities that were inconceivable a few decades ago. These requirements materialize a lifelong journey of constant development that demands to be initiated exceptionally early in your career. In this chapter, you will learn how to create your developmental program. You will explore the latest insight on leadership development, how your contribution as a design manager and leader evolves during your career, and how that progression affects your developmental needs. You will learn how to assess your competencies and define a leadership archetype based on your organizational needs. You will also learn how to create your personalized developmental program implemented using macro, meso, and micro iterations.
Andrea Picchi
Chapter 4. Establish Your Core Practices
Abstract
Some of the most salient aspects of being a designer, such as thinking creatively and critically, rely significantly on a region of the brain called the prefrontal cortex. The prefrontal cortex is formed by the area of he anterior pole of the mammalian brain that receives projections from the mediodorsal nucleus of the thalamus. With its highly evolved neuronal networks, the prefrontal cortex is capable of generating mental representation without sensory stimulation from the environment and responsible for your high-order cognition. In this chapter, you will learn how to establish your core practices. You will learn how to fulfill the precondition for your prefrontal cortex to operate in an optimal social and cognitive configuration that maximizes its executive functions. You will analyze how to control these conditions to promote creative and critical thinking in the service of decision-making and adaptive behavior. You will also learn how to connect with your purpose, identify your priorities, and strategize your week, creating a schedule that allows you to find your focus and achieve a high level of performance.
Andrea Picchi
Chapter 5. Build and Project Influence
Abstract
Management, leadership, and influence are not the same entities, but they present deep intertwined elements. Coping with complexity and coping with change are the core activities of management and leadership, but it’s the ability to influence individuals that enables a person to instantiate these intentions. Knowing is not enough; you must actualize the expertise, and your chances of success are connected directly with your propensity to project influence to deploy effective leadership and managerial competencies concurrently. In this chapter, you will learn how to build and project influence. You will explore the essence of influence, going beyond the widespread misunderstandings of concepts like social power and politics. You will analyze how to create the intention to perform a behavior and convert that intention into action. You will also examine how to create and maintain your social system to generate and project healthy and sustainable levels of influence.
Andrea Picchi

Managing Designers

Frontmatter
Chapter 6. Create the Team
Abstract
A team is a stable bounded group of individuals interdependent in achieving a shared goal. In the management age of empathy, creating a team goes beyond merely hiring talented designers and requires establishing the precondition for these individuals to collaborate and attack ambiguous and often business-critical problems. The most differentiating attitude of this small autonomous network of interconnected individuals derives from their willingness to take interpersonal risks to unlock learning during the problem-solving process. This peculiar behavioral configuration that distinguishes these groups originates from the presence of two social climates that affect their mindset and working practices: trust at the individual level and psychological safety at the collective level. In this chapter, you will learn how to create a team. You will learn how to build trust and psychological safety as preconditions for the fulfillment of the other four social needs of the working environment: dependability, structure and clarity, meaning of work, and impact of work. You will analyze the nature of fear, how to discern between which type of failure you must and must not reward, and how to clarify your role and contribution to the team. You will also examine how to institute a hiring practice founded on high hiring standards and a career framework that can support both individual contributors’ and managers’ professional progression. In the end, you will explore how to onboard new team members and how to plan your first meeting with a new hire.
Andrea Picchi
Chapter 7. Develop the Team
Abstract
Acquiring and, by extension, passing knowledge represents the single most crucial ability of human beings; thousands of years ago, the duration of human beings’ life span depended predominantly on that capability. Even in a modern context, where unexpected fatal events are limited to occasional situations, learning and teaching remain crucial to determine our hierarchical position in any social context. Your ability to develop your team members increases the group’s perception of your leadership effectiveness, and it has a profound impact on several crucial business aspects of your organization, such as but not limited to the discretionary effort and the intention to leave. In this chapter, you will learn how to develop your team. You will explore the three fundamental approaches to development and learn how to establish the social and cognitive preconditions for learning and use the investigational tools of coaching. You will explore how to connect with the team to develop trustworthy, respectful, and psychologically safe relationships, discover their superpowers, and mitigate their shadow side. You will examine how to communicate about performance promoting social exchanges where feedback can be leveraged to initiate candid and productive conversations without generating psychological strain and being perceived as a social threat. You will also analyze the two dimensions of coaching and how to use this tool to support and improve both results and relationships.
Andrea Picchi

Managing Design Teams and Workgroups

Frontmatter
Chapter 8. Cultivate Creative Collaboration
Abstract
In the middle of the 20th century, the lifetime of a company was circa 65 years; today, it is approximately a decade. The business landscape changes rapidly in the modern world, leading to disruption from multiple angles; organizations worldwide are under pressure to remain relevant and competitive. Thriving in this new ecosystem requires embracing creativity and creative collaboration to keep individuals and organizations inspired, motivated, and visionary. Under these conditions, companies began to hire creative problem-solvers and support innovative ways of working with the intent to push the boundaries of their sectors. In this chapter, you will learn how to cultivate creative collaboration. You will explore the nature of creativity with its cognitive and social components, analyze its behavioral dynamics, and learn how to promote and support the creative problem-solving process. You will also learn how to lead for creativity and examine the three leadership modalities required to manage a design team like a leader cultivating the cognitive and social preconditions that support the behaviors necessary to face uncertainty and curiously venture into the unknown, unlock experiential learning, and sustain creative collaboration.
Andrea Picchi
Chapter 9. Optimize Design Operations
Abstract
Bill Moggridge, a co-founder of IDEO, brilliantly indicated that a few persons are aware of it, but there is nothing made by human beings that does not involve a design decision somewhere. Design decisions are crucial moments during the problem-solving process that require a clear intent and a human-oriented attitude. Under this premise, your role as a design manager and leader is to systematize human centricity by establishing the necessary preconditions to prepare and make design decisions effectually and efficiently. These preconditions encompass processual but, more importantly, social aspects of the problem-solving process that support the mindset and conduct required by that methodology. Without that cultural element defined by the social norms that guide the team’s attitudinal and behavioral patterns, the process alone is inadequate to produce any significant change. In this chapter, you will learn how to optimize the design operations. You will learn how to establish the social and processual elements of the human-centered design methodology with the intent to align the necessary mindset with the descriptive and prescriptive norms required to promote the desired behaviors. You will analyze how to build and support the infrastructure required to establish the design operations. You will examine how to create a fertile environment for productive diversity, find and activate the team purpose, institute social norms, illuminate the types of design value, frame the design effort, and unlock high levels of performance. You will also explore how to create a design strategy, communicate about design, nurture collaboration with individual accountability, and scale design management and leadership within your organization.
Andrea Picchi
Backmatter
Metadaten
Titel
Design Management
verfasst von
Andrea Picchi
Copyright-Jahr
2022
Verlag
Apress
Electronic ISBN
978-1-4842-6954-1
Print ISBN
978-1-4842-6953-4
DOI
https://doi.org/10.1007/978-1-4842-6954-1

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