I have long felt that real managers, as opposed to the multitude of rule-bound, formula-following appartchiks, who claim this title, have a lot in common with designers. About a year ago I post a piece, “The Manager as Designer”, where I linked to a post on Fast Companys blog, which read, “…theres a remarkably thoughtful essay on design in the latest issue of the University of Torontos School of Management alumni mag. It’s written, no less, by the dean of the Rotman School of Management, Roger Martin. He convincingly argues that business people dont just need to understand designers better — they need to become designers.”
On a recent visit to his website I found an earlier article, where he and Hilary Austen outline a model of what they call, “The Art of Integrative Thinking”, which sounds an awful lot like what designers do to me. Read the article yourself (PDF format) to see what I mean. Meanwhile here is their conclusion.
“Integrative thinking is an art a heuristic process, not an algorithm. The integrative thinker develops a stance that embraces not fears the essential qualities of enigmatic choices.The integrative thinker is a relentless learner who seeks to develop the repertoire of skills that enables him or her to engage the tensions between opposites long enough to transcend duality and seek out novel solutions. Integrative thinkers understand that they are engaged in a creative process that avoids easy, pat,or formulaic answers. In short, integrative thinking is the management style we need if we are to solve the enigmatic problems that face our organizations in the new millennium.”