By Robert Austin, Lee Devin, Eric Schmidt
Crafty Making bargains the 1st confirmed, research-based framework for engineering ingenuity and innovation. This ebook is the results of a multi-year collaboration among Harvard company tuition professor Robert Austin and prime theatre director and playwright Lee Devin. jointly, they reveal outstanding structural similarities among theatre artistry and creation and cutting-edge company projects--and exhibit how collaborative artists have mastered the artwork of providing innovation "on cue," on immovable closing dates and budgets. those tools are neither mysterious nor flaky: they're rigorous, special, and--with this book's help--absolutely learnable and reproducible. They depend upon affordable and swift generation instead of on extensive up-front making plans, and with assistance from latest permitting applied sciences, they are often utilized in nearly any setting with knowledge-based outputs. additionally, they supply an overarching framework for leveraging the total merits of modern-day top options for selling flexibility and innovation, from agile improvement to actual techniques.
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Extra info for Artful Making: What Managers Need to Know About How Artists Work
The idea is difficult because of our historical attachment to industrial metaphors that conceive “the product” as something physical to package and sell as a discrete item. Further confusion sometimes results from failure to recognize that an artful process may create a product that may subsequently be copied with industrial methods, put in a box, and sold. c h a p t e r 2 Artful Making Relies on Emergence S un’s managers and employees might see something they recognize (and like) in the way the People’s Light and Theatre Company Artistic Director, Abigail Adams, does her work: My directing style is based on what the actors are bringing to rehearsal, and on making what you make out of those particular actors then and there.
Lewis Carroll, Alice’s Adventures in Wonderland; Through the Looking Glass (New York: Collier Books, 1962) p. 82. 2. This formulation was conceived first by Aristotle about 2500 years ago. He applied it to unique products composed of interdependent parts: handmade, unique things, in other words. This way of looking at making fell out of favor as making more and more referred to vast numbers of things mass-produced. 3. See, for example, Malcolm Gladwell, “The Talent Myth,” The New Yorker (July 22, 2002) pp.
8 Their deliberate approach to new technologies reflects this. Ford designs, builds, sells, and services automobiles, and any new technology must add value to this core business. As a matter of corporate philosophy, the reasons for taking on any new technology must be well-understood before the company invests in it. In late 1994, Ford CEO Alex Trotman attended an IBM Board of Directors meeting (as a member) and saw a presentation about then-new Web technologies. On his return to Ford, he asked Bill Powers, the Chief Information Officer (CIO), to create an external Web site and find other ways to use the technology.