Artful Making: What Managers Need to Know About How Artists Work

Title Page......Page 6
Praise Page......Page 2
Copyright 2003 by Pearson Education, Inc.......Page 7
Contents......Page 12
Foreword......Page 18
Introduction......Page 22
CHAPTER 1 What’s Really Different About Knowledge Work......Page 32
Artful and Industrial Making in Action......Page 34
The Four Qualities of Artful Making (An Artful Framework)......Page 46
Understanding Artful Making......Page 47
CHAPTER 2 Artful Making Relies on Emergence......Page 50
The People’s Light Way of Working......Page 51
Emergence in Business......Page 57
Auto Making: Mostly Industrial......Page 60
Software Making at Trilogy: Mostly Artful......Page 62
The Iterative Structure of Play Production......Page 64
Agile Software Development......Page 68
Iteration as a Structure\rfor Rigorous Work......Page 71
Artful Making Isn’t Always the Best Approach......Page 76
The Role of Enabling Technologies in Reducing the Cost of Iteration......Page 79
When Artful and Industrial Making Are Combined......Page 82
How Competitive Forces Drive Work Toward Artfulness......Page 83
A Common Problem: Imposing Industrial Costs on Potentially Artful Processes......Page 84
The Historical Evolution of Artful Making Prerequisites......Page 85
Endnotes......Page 86
Ancient Making......Page 88
Industrial Making......Page 97
Artful Making......Page 106
Endnotes......Page 109
Managing People Who Are Smarter Than You Are......Page 112
Control in Artful Making......Page 117
The Director’s/Manager’s Artful Lever: Focusing the Group......Page 123
The Precision of Control by Release......Page 126
Control by Release......Page 127
Endnotes......Page 129
CHAPTER 7 Artful Making Reconceives;\rIndustrial Making Replicates......Page 132
Reconceiving Hamlet......Page 133
Reconceiving to Recover Apollo 13......Page 136
The Differences Between Reconceiving and Replicating......Page 138
The Capabilities of Reconceiving and Replicating......Page 139
Artful Making and the Customer......Page 141
Never-Done, Constantly Improving Development......Page 142
Reconceiving versus Compromising......Page 143
Artful Collaboration......Page 145
Endnotes......Page 146
CHAPTER 8 Artful Making Requires a\rSecure Workspace......Page 148
Securing the Workspace......Page 149
Creative Interchange......Page 152
Working on Your “Edge”......Page 154
Making an Ensemble......Page 159
Two Kinds of Reality......Page 160
A Whole Greater than the Sum of its Parts......Page 162
Endnotes......Page 163
CHAPTER 9 Artful Making Embraces\rUncertainty Instead of\rProtecting Against It......Page 166
McDonald’s French Fries, Various Cattle, and Urgent Customer Orders......Page 167
Artful Making Doesn’t Protect Against Uncertainty......Page 169
Improvisation and Control......Page 173
Artful Making and Interdependency......Page 174
The Emergent Final Purpose......Page 177
Endnotes......Page 178
CHAPTER 10 Artful Making is Fiscally\rResponsible......Page 180
Deadlines and Reliable Innovation......Page 181
Funding Emergent Projects: A Venture-Based Approach3......Page 183
Fiscal Responsibility in Artful Making......Page 189
Endnotes......Page 190
CHAPTER 11 Artful Management......Page 192
Managing Convergence and Emergence......Page 193
Essential Themes......Page 195
Artful Management Signposts......Page 196
The Artful Making Qualities......Page 198
A Director on Management......Page 203
Endnotes......Page 204
CHAPTER 12 A Final Word......Page 206
A Last Look at the Theatre......Page 208
Endnotes......Page 212
Books......Page 214
Periodicals......Page 220
Cases and Working Papers......Page 221
Video......Page 223
Acknowledgements......Page 224
INDEX......Page 226