Download Artful Making: What Managers Need to Know About How Artists by Robert Austin, Lee Devin, Eric Schmidt PDF

By Robert Austin, Lee Devin, Eric Schmidt

ISBN-10: 0130086959

ISBN-13: 9780130086952

ISBN-10: 0131517120

ISBN-13: 9780131517127

Crafty Making deals the 1st confirmed, research-based framework for engineering ingenuity and innovation. This e-book is the results of a multi-year collaboration among Harvard company institution professor Robert Austin and major theatre director and playwright Lee Devin. jointly, they display impressive structural similarities among theatre artistry and construction and trendy company projects--and exhibit how collaborative artists have mastered the artwork of providing innovation "on cue," on immovable closing dates and budgets. those equipment are neither mysterious nor flaky: they're rigorous, specific, and--with this book's help--absolutely learnable and reproducible. They depend upon reasonable and swift new release instead of on extensive up-front making plans, and with the aid of latest allowing applied sciences, they are often utilized in almost any surroundings with knowledge-based outputs. furthermore, they supply an overarching framework for leveraging the entire merits of modern day best concepts for selling flexibility and innovation, from agile improvement to actual innovations.

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Additional info for Artful Making: What Managers Need to Know About How Artists Work

Sample text

Carl Meske, one of Sun’s early Web users, described the meeting: It was standing room only…and that room will hold hundreds. ” It was a feeding frenzy. People felt like this is part of our job, to research and try new technologies, and for someone to stand up there and say “You can’t do that, we’re going to tax you to use that”…. 6 In the end, two network engineers came up out of the crowd and explained to all that the company really did have a network capacity problem. The mob calmed. Management rescinded the tax.

People jammed the halls. People Chapter 1 • What’s Really Different About Knowledge Work 5 unable to show up in person linked in by satellite. Carl Meske, one of Sun’s early Web users, described the meeting: It was standing room only…and that room will hold hundreds. ” It was a feeding frenzy. People felt like this is part of our job, to research and try new technologies, and for someone to stand up there and say “You can’t do that, we’re going to tax you to use that”…. 6 In the end, two network engineers came up out of the crowd and explained to all that the company really did have a network capacity problem.

That elephant is troublesome, we concede, but we cling to its attractive qualities. Let’s be equally clear about what we are not saying here. We are not advocating “loose” management. The idea that arts practice is less rigorous than business practice is a major misconception. We’re not proposing that you give up structure or Chapter 1 • What’s Really Different About Knowledge Work 3 discipline or fiscal responsibility. We are proposing alternate ways to achieve them. 3 In the multi-year study that supports this book, we identified striking structural similarities between artists’ methods and methods that have recently appeared in some business areas.

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Artful Making: What Managers Need to Know About How Artists Work by Robert Austin, Lee Devin, Eric Schmidt


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