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Artful making : what managers need to know about how artists work /

Artful Making offers the first proven, research-based framework for engineering ingenuity and innovation. This book is the result of a multi-year collaboration between Harvard Business School professor Robert Austin and leading theatre director and playwright Lee Devin. Together, they demonstrate st...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Austin, Robert D. (Robert Daniel), 1962-
Otros Autores: Devin, Lee, 1938-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Upper Saddle River, NJ : Financial Times/Prentice Hall, ©2003.
Colección:Financial Times Prentice Hall books.
Temas:
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover
  • Praise Page
  • Title Page
  • Copyright 2003 by Pearson Education, Inc.
  • Contents
  • Foreword
  • Introduction
  • CHAPTER 1 What's Really Different About Knowledge Work
  • Artful and Industrial Making in Action
  • The Four Qualities of Artful Making (An Artful Framework)
  • Understanding Artful Making
  • CHAPTER 2 Artful Making Relies on Emergence
  • The People's Light Way of Working
  • Emergence in Business
  • CHAPTER 3 Artful Making is Iterative, Not Sequential
  • Auto Making: Mostly Industrial
  • Software Making at Trilogy: Mostly Artful
  • The Iterative Structure of Play Production
  • Agile Software Development
  • Artful Making in Software Development and Theatre
  • Iteration as a Structure for Rigorous Work
  • CHAPTER 4 The Prerequisite Conditions for Artful Making
  • Artful Making Isn't Always the Best Approach
  • The Role of Enabling Technologies in Reducing the Cost of Iteration
  • When Artful and Industrial Making Are Combined.
  • How Competitive Forces Drive Work Toward Artfulness
  • A Common Problem: Imposing Industrial Costs on Potentially Artful Processes
  • The Historical Evolution of Artful Making Prerequisites
  • Endnotes
  • CHAPTER 5 Artful Making as Part of the Shift to a Knowledge Economy
  • Ancient Making
  • Industrial Making
  • Artful Making
  • Endnotes
  • CHAPTER 6 Artful Making Turns Industrial Notions of Control Upside Down
  • Managing People Who Are Smarter Than You Are
  • Control in Artful Making
  • The Director's/Manager's Artful Lever: Focusing the Group
  • The Precision of Control by Release
  • Control by Release
  • Endnotes
  • CHAPTER 7 Artful Making Reconceives; Industrial Making Replicates
  • Reconceiving Hamlet
  • Reconceiving to Recover Apollo 13
  • The Differences Between Reconceiving and Replicating
  • The Capabilities of Reconceiving and Replicating
  • Artful Making and the Customer
  • Never-Done, Constantly Improving Development
  • Reconceiving versus Compromising.
  • Artful Collaboration
  • Endnotes
  • CHAPTER 8 Artful Making Requires a Secure Workspace
  • Securing the Workspace
  • Creative Interchange
  • Working on Your "Edge"
  • Making an Ensemble
  • Two Kinds of Reality
  • A Whole Greater than the Sum of its Parts
  • Endnotes
  • CHAPTER 9 Artful Making Embraces Uncertainty Instead of Protecting Against It
  • McDonald's French Fries, Various Cattle, and Urgent Customer Orders
  • Artful Making Doesn't Protect Against Uncertainty
  • Improvisation and Control
  • Artful Making and Interdependency
  • The Emergent Final Purpose
  • Endnotes
  • CHAPTER 10 Artful Making is Fiscally Responsible
  • Deadlines and Reliable Innovation
  • Funding Emergent Projects: A Venture-Based Approach3
  • Fiscal Responsibility in Artful Making
  • Endnotes
  • CHAPTER 11 Artful Management
  • Managing Convergence and Emergence
  • Essential Themes
  • Artful Management Signposts
  • The Artful Making Qualities
  • A Director on Management
  • Endnotes.
  • CHAPTER 12 A Final Word
  • A Last Look at the Theatre
  • Endnotes
  • Bibliography
  • Books
  • Periodicals
  • Cases and Working Papers
  • Video
  • Acknowledgements
  • T.