will be informed by the shift in contemporary organization and management studiesaway from thinking about exchange value towards value-in-use (Ramrez 1999; �Vargoand Lusch 2004, 2008) and from value chains (Porter 1985) to systems (Ackoff 1973),value constellations (Norman and Ramrez 1993), networks and ecologies (�Aldrich1999) and hybrid arrangements (Ong and Collier 2005). In addition, the M(B)A willdraw on socio-cultural approaches to understanding how markets work and how consumersconsume (for example, Schor and Holt 2000) and how institutions form andchange in response to innovation (for example, Hargadon and Douglas 2001). Theimplication for designers and managers concerned with designing better futures is tothink not (only) at the level of products, services or experiences, or customers, endusers and stakeholders but to consider how to act at the level of markets,
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systems andinstitutions and attend to their underlying symbolic structures.Aesthetic playManagement and organization studies founded on a desire to create a scientific bodyof knowledge have neglected the role of aesthetics in understanding what goes oninorganizing (Strati 1999; Barry and Rerup 2006). In contrast, art and design practiceshold a privileged place for discussions of aesthetics. But within art and designeducation,aesthetics is built into the iterative, studio-based mode of teaching in whichManifesto for Designing Bett er Futures 171students learn through handling and experiencing materials relevant to their disciplineor field. The studio enables a more sensuous, embodied set of learning practicesthan the lecture theatre. Like other postgraduate courses linking design and management,this M(B)A will give students opportunities to develop their practices ofmaterial thinking (Carter 2004) by attending to both visual and non-visual aestheticpractices such as performance and choreography. Bringing to professional educationopportunities for exploring the poetic and the beautiful, this course will be unusualin making a serious commitment to aesthetics in organizational life. Embracing theimportance of play and its potential (Kane 2004; Guillet de Monthoux 2004; Guilletde Monthoux and Statler 2006), this M(B)A will help managers and entrepreneurssee the connections between ethics and aesthetics and learn how to create new playfulpractices in their teams, projects, organizations and policies.Publics and EngagementManagers and designers have to find ways to persuade people of their ideas and attendto how they know and how they might act. They must create or engage with regimesof accountability and governance that shape what is possible and how action isunderstood. Whether this is conceived of as rhetoric (for example, Buchanan 1995)or enrolment (for example, Callon 1987), the important challenge for managers andentrepreneurs designing better futures is to find ways to represent and to involve stakeholdersin conversations and design activities. The course explores different ways in
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