The slideshow is a presentation together with an academic lecture, focused on the difference and the overlap between problem solving in management and in design. It also reveals a part of the managing as designing discourse.

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
- ...

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.