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2022 | OriginalPaper | Buchkapitel

9. Optimize Design Operations

verfasst von: Andrea Picchi

Erschienen in: Design Management

Verlag: Apress

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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.
Fußnoten
1
Revisit Chapter 3 to review the concept of the empirical significance of information and how the brain constructs meanings and creates reflective assumptions.
 
2
Group cohesiveness refers to the unity and solidarity of a set of individuals, including their integration for both social-related and task-related intentions around a common purpose.
 
3
A social group refers to a collection of interdependent individuals who influence one another through social interactions characterized by a given degree of cohesiveness and underpinned by a shared purpose and a set of norms and roles.
 
4
A symptom can be a cause (e.g., fatigue as a cause of long hours), can be an effect (e.g., depression as an effect of being made redundant), and can be both (e.g., depression as an effect of losing the job and cause of suicide).
 
5
A personality is intended as the enduring attitudinal and behavioral configuration that delineates an individual’s unique adjustment to life.
 
6
SMART stands for specific, measurable, achievable, relevant, and time-bounded.
 
7
Conscientiousness expresses the tendency to be organized, responsible, and diligent, construed as one end of a dimension of individual differences in the Big Five personality model.
 
8
The self is intended as the totality of the individual, consisting of all characteristic attributes, conscious and unconscious, psychological and physical.
 
9
Eustress constitutes the positive stress response, involving optimal levels of stimulation, a type of cognitive tension that results from challenging but attainable tasks.
 
10
Distress constitutes the negative stress response, involving pessimal levels of stimulation, a type of cognitive tension that results from challenging but unattainable tasks.
 
11
Beyond the stressors derived from personal life, the environmental factors also include the antecedents of engagement such as the perceived level of psychological safety, “meaning of work,” and resources available.
 
12
Synaptogenesis refers to the formation of synapses between neurons as axons and dendrites grow.
 
13
This concept also applies to yourself when you identify the activities that punctuate your developmental plan.
 
14
As introduced in Chapter 7, a tame problem is not unique and can be standardized, and the precise definition of the problem also unveils the solution.
 
15
As introduced in Chapter 7, a wicked problem is unique and cannot be standardized, and the ambiguous frame of the problem does not unveil the solution.
 
16
Social loafing identifies the reduction of individual effort that occurs when persons work in groups compared to when they operate alone.
 
17
Extroversion corresponds to the orientation of one’s interests and energies toward the outer world of people and things rather than the inner world of subjective experience.
 
18
Introversion corresponds to the orientation of one’s interests and energies toward the inner world of thoughts and feelings rather than the outer world of subjective experience.
 
19
A nonconscious event describes any mental process that is not available to introspection or report.
 
20
Revisit Chapter 3 to review how the brain extracts meanings and constructs the empirical significance of information.
 
21
Feelings are mental experiences of body states, which arise as the brain interprets emotions, which themselves are physical states arising from the body’s responses to external stimuli. For example, I am threatened, experience fear, and feel horror.
 
Metadaten
Titel
Optimize Design Operations
verfasst von
Andrea Picchi
Copyright-Jahr
2022
Verlag
Apress
DOI
https://doi.org/10.1007/978-1-4842-6954-1_9

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