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- Johansson, Ulla, 1948, et al.
(författare)
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Recognizing paradoxical identities of design managers
- 2011
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Ingår i: 4th Nordic Design Research Conference: Making Design Matter.
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Konferensbidrag (refereegranskat)abstract
- There is a need for designers with knowledge in business as well as business people with knowledge in design. All over the world master-level education programs are growing for this “in between” area. We argue that this knowledge and the identity of being “in between” are essential but also problematic. There is a danger that, similar to the relation between man and (wo)man, the business way of thinking becomes the common ground for (design) management, and the designerly characteristics become decoration, rather than another ground. In order not to suppress the one or the other, we argue that a paradoxical identity of being simultaneously both the same and different is needed. This paradoxical identity of both acknowledging the differences and at the same time looking away from them is theoretically anchored in the postmodern project – and earlier studies of one of the authors shows that it seems easier to embrace in practice than in (modernist) theory. Here we present a theoretical frame of reference and some empirical notifications from students in a Masters program in “Business & Design” at the University of Gothenburg. We will also present an ongoing empirical study.
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- Johansson, Ulla, 1948, et al.
(författare)
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The emperor's new clothes or the magic wand? The past, present and future of design thinking
- 2011
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Ingår i: Proceedings of the first Cambridge Academic Design Management Conference. ; :2011
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Konferensbidrag (refereegranskat)abstract
- Design thinking is a discourse that – at least within its managerial realm - has been described as the best way to innovate, and as a saviour of the economy! The claim suggests a magic wand; but maybe this is a situation of the Emperor’s new clothes – instead of being everything, it may become nothing. We do not assume this will happen; instead we relate the design thinking managerial discourse to the discourse of design thinking within the design research area. We observe that the managerial discourse has a surface and popular character and is less academically anchored than the designerly one. Also, the managerial discourse seldom refers to the designerly one and thereby hinders cumulative knowledge construction, and this makes it easy to criticize from an academic perspective. We find five different discourses of “designerly thinking” or ways of making sense of what designers do in practice that have distinctly different epistemological roots. These different discourses do not stand in competition with each other but could be developed in parallel.
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