Literally, it is the period during which an embryo develops, but the term used in the chapter refers to the period when a designer ruminates over the ideas, and juggles with several concepts to decide the most suitable and relevant solution. It refers to the incubation period during which the designer is subconsciously thinking and searching for a solution to the problem, even while he is engaged in some other activity.
Published in Chapter:
Challenges in Leading and Managing Design Teams
Kin Wai Michael Siu (The Hong Kong Polytechnic University, HKSAR, China & Wuhan University of Technology, China) and Satyakam Sharma (The Hong Kong Polytechnic University, HKSAR, China)
Copyright: © 2017
|Pages: 11
DOI: 10.4018/978-1-5225-1049-9.ch055
Abstract
Design has become an indispensable part of any business today. While the designers deliver creative solutions to enable the businesses to survive in the highly competitive market, their unique “designerly” style of thinking and working potentially poses several challenges to management in the corporate environment. Designers are right-brainers (creative personalities), who rely on their artistic, irrational, and amorphous creative process to devise meaningful creations. Their non-conforming, independent, playful nature and their passion towards the creative profession equip them to address complex challenges through their creative process. The creative nature of designers is oftentimes at odds with the more strictly constrained approach of the business and may lead clashes of views and to the development of a seemingly. The chapter discusses the diverse facets of these challenges and associated rationalities behind them. It elaborates and recounts these by sharing relevant experiences, particularly from the consumer durables sector, where industrial designers play a key role in the success of the organization. It is based on the learning from a decade-long experience in practicing and managing design across consultancies and corporates.