the presentation is based on a talk given at the design ed asia, Hong kong 2009

1. DESIGN BUSINESS SCHOOLS,
A SIGN ON THE HORIZON?!
Prof. Jurgen Faust, CAO IED
prof. jurgen faust
Monday, November 30, 2009

2. THE CRISIS
Crisis of MBA? Business Schools? Is it the educational system?
prof. jurgen faust
Monday, November 30, 2009

3. SYSTEMIC PROBLEM?
... within the management education?
... in our societies?
prof. jurgen faust
Monday, November 30, 2009

4. Monday, November 30, 2009

5. SOLUTION?
However designers and business leaders have long spoken
different languages and circulated among different cultures. But
this is changing. Today, top global business schools such as
Harvard, UCLA, USC, Stanford, Northwestern and Instead are
now teaching design strategy as part of their marketing
program.
(Mackintosh 2008)
prof. jurgen faust
Monday, November 30, 2009

6. KELLEY HOLLAND
March 15, 2009 in New York Times highlights the failed corporate leadership which was instrument in
creating the present crisis in the world economies. Says Kelley:
” The master’s of business administration, a gateway credential
throughout corporate America, is especially coveted on Wall
Street; in recent years, top business schools have routinely sent
more than 40 percent of their graduates into the world of
finance. But with the economy in disarray and so many financial
firms in free fall, analysts, and even educators themselves, are
wondering if the way business students are taught may have
contributed to the most serious economic crisis in decades.”
prof. jurgen faust
Monday, November 30, 2009

7. WHAT COULD HELP AND
REDIRECT?
prof. jurgen faust
Monday, November 30, 2009

8. EACH STUDENTS TO THINK
LIKE DESIGNERS
(Roger Martin, Head of Canada’s Rotman School of Management)
prof. jurgen faust
Monday, November 30, 2009

9. IN BUSINESS THE WICKED NATURE OF STRATEGIC PROBLEMS
CALLS FOR ELEMENTS OF BOTH OUR SCIENTIFIC AND
ARTISTIC METHODS
(Jeanne Liedka, 2005)
prof. jurgen faust
Monday, November 30, 2009

10. WHAT IS DESIGN?
...DESIGN IS ALWAYS CONNECTED WITH PLANNING
prof. jurgen faust
Monday, November 30, 2009

11. IT IS PLANNING THE
UNKNOWN
prof. jurgen faust
Monday, November 30, 2009

12. THE MICROCOSM OF DESIGN
7 STEPS:
(K. Weick, 2005)
prof. jurgen faust
Monday, November 30, 2009

13. 1. DESIGNING FROM PURPOSE
TO PRINCIPLES, TO CONCEPT, TO STRUCTURE AND THEN
TO PRACTICE.
prof. jurgen faust
Monday, November 30, 2009

14. 2. LIMITS OF DESIGN
ITS HARD TO AGREE ON SOMETHING BEYOND INTENT,
SENSE OF DIRECTION, THE PRINCIPLES OF CONDUCT.
3. ITS ABOUT AGREEMENT, THE ELEMENT OF ORGANIZING.
prof. jurgen faust
Monday, November 30, 2009

15. 4. IT IS ABOUT IDENTITIES AND STRUCTURE
REDEFINED, REDONE AND CHANGED.
prof. jurgen faust
Monday, November 30, 2009

16. 5. IT IS ALSO ABOUT MAKING, IMPROVISING,
AND COBBLING TOGETHER.
6. IT IS ABOUT FLOW, MOTION, DYNAMICS, UPDATING,
NEGOTIATING, AND MALLEABILITY.
prof. jurgen faust
Monday, November 30, 2009

17. 7. IT IS ABOUT FEELING, INTENSITY, PASSION, CUNNING, AND
EXPLODING.
IT IS ABOUT HEART AS MUCH AS HEAD.
prof. jurgen faust
Monday, November 30, 2009

18. DESIGN
Design Development DEVELOPMENT
Products Interfaces Multiuser systems/ Projects Discources
Goods, Services
Utility Natural interactivity Networks Social viability Generativity
and Identities
Functionality Understandability Informativeness Directionality Rearticulability
Marketability
Universal aesthetics Reconfigurability Connectivity Commitment Solidarity
Symbolic diversity
Folk and local /adaptability Accessability
aethetics
after H. Krippendorff
prof. jurgen faust
Monday, November 30, 2009

19. DESIGN UNDERLIES A
DISCOURSE
DESIGN IS DISCOURSE
prof. jurgen faust
Monday, November 30, 2009

20. WHAT WE NEED
DESIGN DISCOURSE ABOUT A MANAGEMENT CULTURE
prof. jurgen faust
Monday, November 30, 2009

21. WHERE IS THE INTERSECTION
BETWEEN DESIGN AND MANAGEMENT?
prof. jurgen faust
Monday, November 30, 2009

22. INTERACTION DESIGN
(Buchanon 2004)
prof. jurgen faust
Monday, November 30, 2009

23. WHY?
INTERACTION DESIGN IS FUNDAMENTALLY ABOUT HOW
PEOPLE RELATE TO OTHER PEOPLE AND HOW PRODUCTS
(Buchanan 2004)
prof. jurgen faust
Monday, November 30, 2009

24. THREE TRADITIONAL DOMAINS OF DESIGN AND
MANAGEMENT
THE OBJECTIVE - THE SOCIAL - THE SUBJECTIVE
(Ehn, 1997)
prof. jurgen faust
Monday, November 30, 2009

25. the subjective world the interactive world
is centered on emotional where complexity requires several participants
experiences and processes are driven by social aspects.
and creativity and the quality The understanding of design comes through interpretation
is a question and communication, which we call design discourse
of aesthetics
products goods interfaces multiuser systems projects discourses
services and
and identities networks
the objective world
like traditional management and design, which is organized
by objectives. It is rationalistic in its understanding of design.
Quality and management means here prediction and control.
prof. jurgen faust
Monday, November 30, 2009

26. THE NEW DESIGN BUSINESS SCHOOL
RESTS ON A COMPREHENSIVE DESIGN THINKING
prof. jurgen faust
Monday, November 30, 2009

27. WITHIN DESIGN DISCOURSE WE DIFFERENTIATE
MANAGEMENT: DECISION ATTITUDE
DESIGN: DESIGN ATTITUDE, SOLUTIONS AND REFINING,
ITERATION
prof. jurgen faust
Monday, November 30, 2009

28. design attitude, solutions and refining, iteration
Managing as
Designing
Designing
Design Management Managing
decision attitude
prof. jurgen faust
Monday, November 30, 2009

29. design attitude, solutions and refining, iteration
Managing as
Designing
Designing
Design Management Managing
decision attitude
prof. jurgen faust
Monday, November 30, 2009

30. Designing
Deciding
prof. jurgen faust
Monday, November 30, 2009

31. DESIGN DISCOURSE
ABOUT A MANAGEMENT CULTURE
prof. jurgen faust
Monday, November 30, 2009

32. MANAGEMENT ACTION
INTELLIGENCE - DESIGN - CHOICE
(H. Simon, 1977)
prof. jurgen faust
Monday, November 30, 2009

33. INSTEAD OF
CHOICE - INTELLIGENCE - DESIGN
CHOICE - DESIGN - INTELLIGENCE
DESIGN - CHOICE - INTELLIGENCE
DESIGN - INTELLIGENCE - CHOICE
INTELLIGENCE - CHOICE - DESIGN
(Boland, 2005)
prof. jurgen faust
Monday, November 30, 2009

34. Designing
intelligence-design-choice intelligence-design-choice intelligence-design-choice
Deciding
prof. jurgen faust
Monday, November 30, 2009

35. INTELLIGENCE (SCIENCE) EXPLAINS WHAT IS
DESIGN WHAT DOES NOT EXIST
(Buchanon, 1992)
prof. jurgen faust
Monday, November 30, 2009

36. MANAGEMENT PARADIGM
the classic
MBA paradigm inductive and
is solving problems deductive
through known reasoning
case studies
DESIGN PARADIGM
the design paradigm abductive
differentiation reasoning:
between tame and designers never know
wicked what the outcome
problems will be
prof. jurgen faust
Monday, November 30, 2009

37. THE CURRICULUM
- Advanced Management
- Global Business and
Strategy design thinking through Design
- Integrated Leadership
- Production and
Operation case studies Perspective
- General Management
Management
- Accounting
and design and Design Processes
- Leadership and
- Economics
Organizational Behavior
- Finance
- Strategic Design
- Marketing
- Sustainability and Ethics
design culture
Basics of Economics - Accounting - Design Research - Design Theory -
Individual Problem Framing - Careers - Data and Decision Analysis -
Design-leading - Decision-making and Designing
prof. jurgen faust
Monday, November 30, 2009

38. ADVANTAGE:
CULTURE IS BASED ON DESIGNING
THEREFORE WE GUARANTEE A SYSTEMIC SHIFT
prof. jurgen faust
Monday, November 30, 2009

39. ISTITUTO EUROPEO DI DESIGN:
IS WORKING ON A DESIGN BUSINESS SCHOOL IN
BARCELONA TO OPEN 2010
prof. jurgen faust
Monday, November 30, 2009

40. IED NETWORK
Milano Torino
Barcelona Venezia
Madrid
Roma
Rio
São Paulo
prof. jurgen faust
Monday, November 30, 2009

41. THANKS FOR LISTENING!
(PROF. JURGEN FAUST, IED)
prof. jurgen faust
Monday, November 30, 2009