James Cramer offers insight into the changing world of architecture and design on his site "DesignIntelligence." James helps to make the mirage of collaboration more tangible - almost within arms reach. Our mindshift toward collaboration is still self-conscious but many of us believe it reflects the future of sustainable enterprise. Here is an excerpt from his his article "Re-Designing Collaboration."We are experiencing a time of transition, from solo artist to highly talented collaborative teams, re-designing processes and project management success. Today design leaders and their organizations are challenging the artist’s function and making collaboration a top priority. This is often not an easy decision or direction.
The decision-making process in some professional practices is accomplished in silos or through semi-private separate functions without much thought to the new benefits realized from collaborative processes. The cultural DNA of the professional practice often has to be re-formulated, and the tremendous gravitation forces of tradition can be difficult to overcome.
The entire article is worth reading. Click here to read the full article.
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3 comments:
I love these "posts from the world of the innovative."
Keep them coming.
This paragraph summarizes how large design firms work, and why I don't work at one any more:
For instance, some firms use tightly written job descriptions that narrow, rather than expand, a talented person’s role in a firm. Often, these same job descriptions actually work against collaboration models. These well-intended, specific job descriptions tend to anchor people into separate functions, thus, a systematic yet largely dysfunctional system is maintained that controls rather than sets free talent and productivity. It is this restricted talent and productivity that potentially inhibits design firms from achieving the dynamism and flexibility required for managing ongoing production dilemmas. We have found that specific job descriptions are often not good for much except reinforcing and recognizing experience, and they usually miss the big picture in addressing team success.
The mindshift outlined in this article describes what makes working in theater so attractive and satisfying for me. When the collaborative process works (it doesn't always), the results are greater than the sum of its parts.
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