Design Management: Create, Develop, and Lead Effective Design Teams
- Length: 499 pages
- Edition: 1
- Language: English
- Publisher: Apress
- Publication Date: 2022-06-11
- ISBN-10: 1484269535
- ISBN-13: 9781484269534
- Sales Rank: #2918226 (See Top 100 Books)
Designers are more in-demand than ever, and companies all over the world are creating new leadership roles to manage them. With only a few select institutions teaching effective design management skills, self-taught design managers are on the rise and resources are needed to guide them. This book will help you hone your leadership skills and magnify your team’s potential.
Eager designers will learn the behavioral abilities required to lead and manage impactful and efficient teams using a systemic, context-agnostic, and therefore repeatable approach. While effective design management is vital in these times of complexity and fast change in organizations, the available literature on design management is insufficient, predominately informative, and unfortunately, not actionable. This book fills that gap by illuminating the soft skills you need to lead your team to success.
You’ll gain confidence about how to optimize meetings, run successful kickoffs, manage yourself, and how to best approach and frame your working environment. Whether you are a designer looking to lead, or a member of an organization looking for guidance on how to better incorporate design, this book belongs on your shelf. Design Management is here to assist you in the long haul.
What You’ll Learn
- Comprehend the underlying social and psychological dynamics of leadership and management
- Cultivate the behavioral elements of a design manager
- Understand the building blocks of a design leader
- Establish your core practices and create a self-development program
- Develop and project healthy and sustainable influence
- Build trust, create psychological safety, and fulfill the social needs of high-performing teams
- Coach individuals and groups to unlock creativity and nurture creative collaboration
- Optimize in-person and remote design operations
Who This Book Is For
Everyone who desires to expand and deepen their knowledge of design leadership and management, comprehending the social and psychological underpinning elements of this discipline. Aspiring or recently appointed design leaders and managers who necessitate a practical education in this field and individuals already in charge of a group who aspire to evolve their understanding to advance their career toward a Head of Design or Chief Design Officer role.
Contents About the Author Preface Foreword Praises for the Book Acknowledgments Introduction: Is Management Needed? Chapter 1: The Behavioral Elements of a Design Manager The Human Element Analytical and Social Networks Management and Leadership Preconceptions Imbalance Consequences Assess Your Behavioral Inclination The Social Needs of the Team Psychological Safety Social Safeness Collective Construct Psychological Safety and Trust Project Aristotle Dependability Structure and Clarity Meaning of Work Impact of Work Assess the Fulfillment of the Team The Functional Requirements of the Working Environment Identify Your Optimal Spatial Configuration Architect the Physical Space The Design Template Space Characteristics Architect the Digital Space Endnotes Chapter 2: The Building Blocks of a Design Leader Demystifying Design Leadership The Differentiating Design Leadership Abilities Personal Character Technical Skills Results-Oriented Skills Social-Oriented Skills Organizational Change Skills The Interrelation of Design Leadership Capabilities Connect Results-Oriented and Social-Oriented Skills The Business Impact of Design Leadership Capabilities The Substrate of Design Leadership Unified Concept Emotional Intelligence Social Brain Self-Awareness Self-Management Social Awareness Social Management Assess Emotional Intelligence Endnotes Chapter 3: Create Your Developmental Program The Four Stages of Contribution The Evolution of Your Contribution New Research Insights on Leadership Development The Context Dependency of Leadership The Perceptual Implications of Leadership Create Your Developmental Program Define the Competency Model Define the Statistical Population Select the Assessment Method Survey Questionnaire: 360-Degree Feedback Survey Questionnaire: Professional Opinion Card Sorting Define the Leadership Archetype Assess Your Competencies Leadership Competencies Define the Statistical Population Emotional Intelligence Competencies Define the Statistical Population Analyze and Interpret the Assessment Results Estimate the Perceptual Gap Define Your Developmental Strategy NPR Model NPR Matrix From Poor to Good From Good to Excellent Competency Companion Create Your Developmental Plan Identify Learning Experiences Retention Rate of Information Explore and Allocate Learning Experiences Endnotes Chapter 4: Establish Your Core Practices Connect with Your Purpose Find and Activate Your Professional Purpose Reflect on Your Professional Purpose Align Your Behavior and Priorities Identify and Capture Your Role Priorities The Configuration of Your Behavior Assess Your Behavioral Configuration Strategize Your Week Create Your Backlog Define Your Weekly Objectives Define Your Daily Goals for the Week Review Your Progress Block Time for the Top Three Priorities Block Time for One-on-One Meetings Block Time to Manage Emails Process and Triage Emails Reserve Time for Networking Activities Reserve Time for Personal Development Govern the Residual Time Remain Aligned with Your Priorities Find Your Focus Create Your Private Environment Control the Surrounding Environment Develop Your Ability to Concentrate Optimize Cognitive Disengagement Find Career Support Position Yourself to Be Supported The Sponsor-Protégé Relationship The Role of the Protégé Select Your Design Sponsor Make the Ask The Mentor-Mentee Relationship The Role of the Mentee Select Your Mentors Connector Politician Expert Challenger Sage Make the Ask Invite Reflection Reserve Time for Reflection Cope with Adverse Events Endnotes Chapter 5: Build and Project Influence Comprehend Influence The Nature of Influence Political Abilities Social Power The Three Types of Social Power Effects of Role Power Effects of Expertise Power Effects of Relationship Power Project Influence Create the Intention to Perform a Behavior Engender Positive Attitude Leverage Consequence-Based Arguments Leverage Consequence Desirability Leverage Consequence Likelihood Address Counterarguments Manage Social Considerations Prescriptive Norms Descriptive Norms Promote Perceived Ability Remove Obstacles Convert the Intention to Perform a Behavior into Action Providing a Prompt Encouraging Explicit Planning Inducing Hypocrisy Build Your Social System Define the Social System Structure Populate the Social System Capital Network Matrix Create New Connections Establish Internal Connections Internal Network Matrix Assess the Internal Levels of Design Maturity Assess the Internal Levels of Social Power Invite for Breakfast and Lunch Pre- and Postmeeting Conversations Join Cross-Organizational Projects Show Appreciation for Project Achievements and Promotions Establish External Connections Invite for Breakfast and Lunch Invite for Virtual Coffee Send Updates Attend Design Events Create Travel Margins Promote a Healthy Social System Engender Trust Ponderate the Use of Communication Maintain a Healthy Social System Recognize the Moments of Irritation Endnotes Chapter 6: Create the Team Join a New Team Build Trust Build Trust Across Cultures Elicit Warmth and Competence Create Psychological Safety The Nature of Fear Understand Your Role and Contribution Cultivate a Psychologically Safe Environment Establish the Preconditions Strategize for Failure Invite Participation Respond Productively Assess Psychological Safety Hire Talents The Principles of Effective Hiring Establish a Structured Process Define the Behavioral Requirements Define the Behavioral Standards Define the Hiring Process Assess the Hiring Process Write Job Descriptions Create the Behavioral Questions Probe Behavioral Answers Create a Career Framework Onboard New Hires The First Meeting with the New Hire The Probationary Objective Meeting The First Meeting with the Team Endnotes Chapter 7: Develop the Team The Three Fundamental Approaches to Development The Importance of a Growth Mindset Connect with the Team One-on-One Meetings One-on-One Meetings with the Team One-on-Ones with Cross-Functional Collaborators One-on-Ones with Your Line Manager Discover the Team Superpowers Identify and Activate Superpowers Integrate the Shadow Side Communicate About Performance Social Pain Minimize Social Pain Promote Candid Conversations Request Constructive Feedback Offer Appreciative Feedback Offer Constructive Feedback Coach the Team The Cognitive Profile of a Coach Growth Mindset Nonreactive Empathy Active Listening Stipulate the Social Contract The Two Dimensions of Coaching The Structure of a Coaching Session The Phases of a Coaching Session Respond to an Evolution of the Desired Outcome Understand the Conative Mentality Delegate Work to Promote Learning Prevent Reverse Delegation Control Complexity Endnotes Chapter 8: Cultivate Creative Collaboration The Nature of Creativity The Four Dimensions of Creativity The Cognitive Phases of Creativity The Social Component of Creativity The Behavioral Dynamics of Creativity The Cognitive Path of Least Resistance Promote Creative Problem-Solving Support Creative Problem-Solving Lead for Creativity Lead Ahead Frame Problems Create Stories Narrative Structure Lead Alongside The Creative Process Lead Divergence Environment Constraints Choreography Guidance Impediments Lead Convergence Environment Constraints Choreography Guidance Impediments Guide Experiments Adapt Your Behavioral Strategy Lead Behind Create Rituals Manage Tension Decision Cooperation Reflection Endnotes Chapter 9: Optimize Design Operations Build the Team Infrastructure Create a Fertile Environment for Productive Diversity Promote Group Cohesiveness Frame Physiological and Behavioral Synchrony Assess Physiological and Behavioral Synchrony Foster Collaborative Practices Find and Activate the Team Purpose Institute Social Norms Define Descriptive Norms Clarify Prescriptive Norms Promote Accountability Illuminate the Design Value Frame the Design Effort Unlock High Levels of Performance Promote Meaning of Work Foster Engagement Establish Challenging Objectives Define Objectives for the Team Define Objectives for the Team Members Calibrate Exogenous Stress Exogenous Stress and Neuroplasticity Monitor Objectives Increase the Zone of Proximal Development Support the Team Activities Create a Strategy The Creative Nature of Strategy The Strategy Framework The Strategy Map The Strategy Workshop Communicate About Design Choreograph Meetings Before the Meeting During the Meeting After the Meeting Conduct Design Critique Structure Design Critiques Internal Design Critiques External Design Critiques Report to Your Line Manager Nurture Collaboration with Individual Accountability Regulate Decisions Integrate Intuition Refine Intuition Assess Self-Awareness Scale Design Management and Leadership Create the Demand for Design Quantitative and Qualitative Scale Reflect on the Scaling State Endnotes Index
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