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Affinity & Ambiguity in Designerly Leadership

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Description
AUTHOR(S):

 

Jeremy YUILLE, Soumitri VARADARAJAN, Laurene VAUGHAN and Linda BRENNAN

 

This paper discusses a new theory of Designerly Leadership in response to
major disruptions in the ways that products and services are designed, made,
and distributed. We outline an experientially derived framing of what it
means to lead in a designerly fashion, particularly focusing on how leaders
modulate their perceptions of affinity and develop extended methods for
working with ambiguity. We then propose a series of ways that programs
wanting to educate design managers for strategic roles could build and
support this capacity in their graduates.

 

PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014

 

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