This means that it distinguishes between pattern optimization perfecting the

This means that it distinguishes between pattern

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works at the level of foundational pattern language. This means that it distinguishes between pattern optimization (perfecting the known), which is connected to design management, and pattern creation (seizing the unknown), which is connected to design leadership According to Next Design, these two languages and their interconnectivity can be adapted to any design challenge in different circumstances, including architecture, industrial design, communication design, environmental design and experience design. The circumstances under which design leadership currently takes place are described on the Next Design web site and include the following: work is done in cross disciplinary teams; �� tasks include the development of interconnected inbound (towards the internal �� stakeholders) and outbound (towards the customer and other external stakeholders) co-operation and collaboration skills; projects demand user participation; �� observation of user behaviours is vital; �� it includes development of visual processes for navigation; �� it includes development of adaptable design management tools; �� the design frames not only problems but also opportunities; �� work has to adapt to scale (small and large) and complexity (low and high). �� 400 Design, Management and the Organizatio n Design Leaders Now we have identified the circumstances in which design leadership flourishes, it is important to note that we also need the right people those who can bring design leadership into organizations. Kevin McCullagh (2008) argues that design leaders tend to share three general qualities: they are good at envisioning the future; they constantly ask what is changing �� and what opportunities flow from this change; they think strategically; they question existing core competencies and ask �� which we need to build in the future and how we are going to set ourselves apart from the competition; they lead others; they know how to develop, inspire and maintain teams. �� This seems to enforce Turner s argument that you cannot find a design manager and a design leader in one person because managers are more focused on controlling an existing situation. But how can one become a design leader? As yet there is no education that focuses on producing design leaders. Looking at the traditional business environment, great leaders simply work very hard and are extremely persistent in reaching their goals. This often comes in combination with a high level of selfawareness and self-management as well as being able to manage conflicts and being empathic. These skills are referred to by Daniel Goleman (1998) as the emotional intelligence of all leaders. Goleman is convinced that these skills can be part of one s talents but he insists that they can also be learned and monitored along the way, for example by using Trait Emotional Intelligence training (Petrides and Furnham 2001).
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