I see two major issues here first many design leaders

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I see two major issues here. First, many design leaders still complain about their limited direct ability to generate substantial and continuous funding. It is still difficult for many design leaders to prove the value they generate for the business. Hence the design budget is often among the first to be cut. This often means that they need to address low-complexity challenges rather than high-complexity ones and work on more
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defined challenges instead of undefined ones. Even Philips Design, with a great design leader, did not pass internal reviews after the credit crunch and had to lay off 25 per cent of its workforce. Second, great leaders have the ability to hover above the detail, see the big picture and think abstractly to imagine a different direction (Roger 2007). And while integrative thinking appears to be one of the core competencies of designers (Pink 2005), possessing it alone will not put it into action. The development of interconnected cooperation tools and the work in cross-disciplinary teams, in particular, seems to still be a problem for many design leaders. Joziasse et al. (2005) found that design leaders seem to have reasonably professional links with other departments but that the frequency and the moment of contact (earlier in the process) is far below what they desire. 402 Design, Management and the Organizatio n It could be argued that design leadership faces significant issues that might limit its ability to develop to the next stages of leading the development from product and service design into organizational transformation design, social transformational design and business design. The Sources of the Limits of Design Leadership If there are limits to design leadership, we need to understand where they come from. In an attempt to contribute to this discussion, I will look at the causes that I consider to have the potential to limit design leadership. They can be grouped in four different areas. The first is the psychology of a designer, the second is the economic context, the third is culture and the final area is linked to sustainability. Psychology Psychology involves the designer s perspective, the designer s self-awareness, the designer s self-management and the designer s empathy and ability to manage conflicts. The importance of these psychological aspects is explained below. Designer s Perspective. Too many designers have created a reality that doesn t fit into the leadership model. From their perspective they have created a strong set of myths (which are often reinforced in traditional design education): designers are creative; others are not; �� designers can solve any problem in the world in a different, better way; �� process, structure and management of design reduce creativity; �� designers know the consumers and know what is best for them. �� This may seem simplistic but is very much the reality still within the mindset of many designers. This in some way arrogant stance can become stronger when more
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