We never stop being designers, we just stop having the title. We are more
than a title.

On Tue, Oct 7, 2008 at 2:15 PM, Jim Leftwich <[EMAIL PROTECTED]> wrote:

> I think it's a mistake, and a large one, to make the
> assumption/assertion that the only way to move up or occupy a
> leadership role in a corporation or organization is to leave the
> designer track for a management track.  This may well be the case
> with how some (to date) have made the upward transition, but this is
> also a bit like looking in the rearview mirror in order to drive.
>
> I believe in beginning with an idea of where we as individuals (and
> in turn others) in the field *would like to be positioned* and
> work/struggle/persevere toward that in order to make things different
> than they might seem today.
>
> The idea of designers stopping being designers/the design leaders as
> they advance has always struck me as alarming, as the complexity of
> skills and judgement necessary to design interactive systems and
> shape whole product and service experiences is something that greatly
> benefits from the judgment of people with many years experience.
> These people need to both have a large say in the design of
> experience and interaction as well as the power to direct and
> influence how this balanced within their organization.
>
> During my two decades as a consultant, I found that aligning my
> contracts at the executive level (and coordinating my design efforts
> at the project level) enabled a great deal of influence and direction
> that was necessary in order for the product and user experience to
> emerge as designed and the resulting goals realized.
>
> Now at a relatively small search engine startup, I'm dividing my
> time between executive strategy, directing (limited) inside and
> outside resources.  I have great control, but limited time and a
> nearly unlimited number of challenges on all sides.  It's a very
> different set of challenges.  But I still design, and would continue
> to do so and be involved in other design iniatives at their core no
> matter how large and resourced our organization may become.
>
> In other words, I could not possibly conceive of taking off my design
> hat.  At least in those areas where my core expertise lies.
>
> I would even argue that it's much easier to find help in basic
> management tasks, than it is to find the most skilled and broadly
> experienced designers, and so I delegate some business work while
> concentrating on what I find are much more valuable integration tasks
> - integrating design values into the company's core.
>
> I would not suggest that Christina and Scott are wrong, but more that
> they are missing the "what could be"-ness in this crucial issue
> facing our field.
>
> Do we really want our oldest and most experienced designers taking
> off their design/architecture hats and joining the ranks of
> management?  Or might we *also* envision an alternative path - one
> that sees the co-equal role of design, architecture, and integration
> as a key need of all product and service-based companies, and one
> that cannot simply be *managed* from a management class that exists
> above a worker/designer level somewhere further down.
>
> I don't see this as an argument.  I see this as a challenge for
> perception and vision.  I believe there are no *inherent* limitations
> to designers and that we will see much evolution in this, one career
> at a time, as we move forward.
>
> - Jim
>
> James Leftwich, IDSA
> Chief Experience Officer
> SeeqPod, Inc.
> Emeryville, CA
>
>
> . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
> Posted from the new ixda.org
> http://www.ixda.org/discuss?post=33964
>
>
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