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Artful Making: What Managers Need to Know about How Artist Work »

Book cover image of Artful Making: What Managers Need to Know about How Artist Work by Robert Austin

Authors: Robert Austin, Lee Devin, Eric Schmidt
ISBN-13: 9780130086952, ISBN-10: 0130086959
Format: Hardcover
Publisher: FT Press
Date Published: May 2003
Edition: (Non-applicable)

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Author Biography: Robert Austin

 

Rob Austin is Professor of Technology and OperationsManagement at Harvard Business School where his research focuses on the changing nature of work. His experience includes a decade with Ford Motor Company; from 2000 to 2001, while on leave from Harvard, he served as a senior executive for a new division of a leading technology company, helping to establish a new organization and technology platform. He is author of Measuring and Managing Performance in Organizations, and co-author of Creating Business Advantage in the Information Age, and Corporate Information Strategy and Management. A Cutter Technology Council Fellow, Dr. Austin holds a Ph.D. from Carnegie Mellon.

Lee Devin, Professor Emeritus at Swarthmore College and dramaturg for the People’s Light and Theatre Company, has more than 30 years of experience in the theater. He has won prizes and grants for play scripts, librettos, and translations that have been published or performed worldwide. As an Equity actor, his roles have ranged from Malvolio in Twelfth Night to Mitch in A Streetcar Named Desire. He has been a visiting consultant or artist in residence at Columbia University, the Folger Library, Ball State University, the Banff School of the Arts, University of California San Diego, Bucknell University, and the Minnesota Opera. Dr. Devin holds a Ph.D. from Indiana University.

Book Synopsis

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 striking structural similarities between theatre artistry and production and today's business projects—and show how collaborative artists have mastered the art of delivering innovation "on cue," on immovable deadlines and budgets. These methods are neither mysterious nor flaky: they are rigorous, precise, and—with this book's help—absolutely learnable and reproducible. They rely on cheap and rapid iteration rather than on intensive up-front planning, and with the help of today's enabling technologies, they can be applied in virtually any environment with knowledge-based outputs. Moreover, they provide an overarching framework for leveraging the full benefits of today's leading techniques for promoting flexibility and innovation, from agile development to real options.

Table of Contents

Foreword
Introduction
Ch. 1What's Really Different About Knowledge Work1
Artful and Industrial Making in Action3
The Four Qualities of Artful Making (An Artful Framework)15
Understanding Artful Making16
Ch. 2Artful Making Relies on Emergence19
The People's Light Way of Working20
Emergence in Business26
Ch. 3Artful Making is Iterative, Not Sequential29
Auto Making: Mostly Industrial29
Software Making at Trilogy: Mostly Artful31
The Iterative Structure of Play Production33
Agile Software Development37
Artful Making in Software Development and Theatre40
Iteration as a Structure for Rigorous Work40
Ch. 4The Prerequisite Conditions for Artful Making45
Artful Making Isn't Always the Best Approach45
The Role of Enabling Technologies in Reducing the Cost of Iteration48
When Artful and Industrial Making are Combined51
How Competitive Forces Drive Work Toward Artfulness52
A Common Problem: Imposing Industrial Costs on Potentially Artful Processes53
The Historical Evolution of Artful Making Prerequisites54
Ch. 5Artful Making as Part of the Shift to a Knowledge Economy57
Ancient Making57
The Costs and Benefits of Ancient Making63
Industrial Making66
Artful Making75
Ch. 6Artful Making Turns Industrial Notions of Control Upside Down81
Managing People Who Are Smarter Than You Are81
Control in Artful Making86
The Director's/Manager's Artful Lever: Focusing the Group92
The Precision of Control by Release95
Control by Release96
Ch. 7Artful Making Reconceives; Industrial Making Replicates101
Reconceiving Hamlet102
Reconceiving to Recover Apollo 13105
The Differences Between Reconceiving and Replicating107
The Capabilities of Reconceiving and Replicating109
Artful Making and the Customer110
Never-Done, Constantly Improving Development111
Reconceiving versus Compromising112
Artful Collaboration114
Ch. 8Artful Making Requires a Secure Workspace117
Securing the Workspace118
Creative Interchange121
Working on Your "Edge"123
Making an Ensemble128
Two Kinds of Reality129
A Whole Greater Than the Sum of its Parts131
Ch. 9Artful Making Embraces Uncertainty Instead of Protecting Against It135
McDonald's French Fries, Various Cattle, and Urgent Customer Orders136
Artful Making Doesn't Protect Against Uncertainty138
Improvisation and Control142
Artful Making and Interdependency143
The Emergent Final Purpose146
Ch. 10Artful Making is Fiscally Responsible149
Deadlines and Reliable Innovation150
Funding Emergent Projects: A Venture-Based Approach152
Fiscal Responsibility in Artful Making158
Ch. 11Artful Management161
Managing Convergence and Emergence162
Essential Themes164
Artful Management Signposts165
The Artful Making Qualities167
A Director on Management172
Ch. 12A Final Word175
A Last Look at the Theatre177
Bibliography183
Acknowledgements193
Index195

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