Design Practice in Organizations 189Valuing Designs Intrinsic Benefits�Regardless of what a company makes as its product, there is a value in taking
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designapproaches inside the organization. In an intrinsic context, the design outcomesare defined by successful working relationships, stakeholder support and agreement,more robust problem solving, more effective outcomes, and more humanistic valuesespoused by the organization. These may have either a direct or an indirect influenceon an organizations products or outputs, but they have deep influence either �way.Because design approaches encourage a quest for quality and dignity in both processand outcomes, this benefits both employees and customers. Design encourages pridein not only what we make but in how we make it. Design approaches insist that weengage with a problem holistically and honestly and provide the impetus for moredisciplined thinking and decision-making important tools for good strategy and�management.Specific qualities characterize the intrinsic benefits of design. Because these arehumanistic qualities, they have both an organizational and an individual or personaldimension that should not necessarily be seen as distinct. It is worth noting that thesesame qualities are often those cited in corporate mission statements, but very oftenring hollow for employees who know that they are abstractions that are often at oddswith organizational systems and culture. The following list may not be exhaustive,but it captures the strongest and most typical intrinsic outcomes of participation indesign.EngagementEngagement is the active participation and connection among staff, customers, andmanagement with the organization and its purpose. It fosters energy, motivation,andbuy-in to organizational challenges.EthosEthos is the collective ownership of specific values driven by habitual adherence tocertain goals and practices. Ethos embodies knowing whats important and what we�care about as an organization.CollaborationCollaboration is people thinking, working, and solving problems together, in a waythat they actively create new knowledge together. It is often confused with other typesof consultative teamwork that do not require true conversation and sharing.190 Design, Management and the OrganizationVisionVision is both literal and figurative, in that visualization techniques can allow peopleto seeand develop an aspirational future state. Also, by visualizing the ��future, peopledevelop a shared and unified concept of where their goals will lead.Coherence and AlignmentCoherence and alignment reflect the clarity and consistency of organizational strategyand action. They require that we all think and act strategically in concert. Designraises persistent questions about purpose, which forces ongoing alignment of intentand action.
AccountabilityAccountability is the linkage between people and results; it reinforces a sense of disciplineand encourages processes that ensure that problems, especially customer problems,are identified and addressed.
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