My home is full of modern design. I have works inspired by Rothko, prints of Matisse and books full of Gehry. These artists fit the modern art caricature. Their creations are stark, abstract, minimalistic, and even cold at times. And while these words may be okay for things hanging on your walls, it is the stark, natural, simplicity of modern furniture that I love the most.
The husband and wife team of Charles and Ray Eames designed the most well known modern furniture. Their idea of design was to simplify things to make them more human. They once described the design process for their famous Eames Chair as the ultimate attempt to design a chair the way “God intended a chair to be.” But for Charles and Ray it was not just about furniture.
In one interview Charles and Ray were asked “What is your definition of design?” Charles replied, “One could describe design as a plan for arranging elements to accomplish a particular purpose.”
“And what are the boundaries of design?” the interviewer followed up quickly.
Charles, without pause, “What are the boundaries of problems?”
“Design” is an oft-used word. There is interior design, fashion design, graphic design, industrial design, architectural design, and the list could go on. In the corporate world “design thinking” has been a mainstay for the last ten years in an attempt to introduce creative thinking to routine work. But perhaps we have placed unnecessary boundaries around what is possible through design. Maybe Charles is right. Maybe every problem is an opportunity for design.
The overuse of the word and its traditionally technical applications have left a lack of understanding of its application to the daily lives of our organizations and leaders. Anything that is built can (and should) be designed. Whether it is a meeting agenda, a financial algorithm, the way an organization fits together, or a physical office space – it all needs to be intentionally crafted with a specific desired outcome in mind.
Have you ever thought to yourself about your organization or one of its processes that passes through your work, “This thing is badly broken – why do we keep doing it this way??” Or have you ever walked out of a meeting and thought, “That was the biggest waste of my time?” (who hasn’t, really). And what about the infamous ineffective budget process or the insufferable performance review?
Recognizing poor design or even the absence of design comes easy. Anytime you’ve asked yourself, “What on earth were they thinking?” you’ve stumbled onto poor or non-existent design. Same is true when you are delighted by something, especially unexpectedly. Inspired by a great presentation? Impressed by a new method introduced into your professional field? Excited to use a new app that makes some part of your life easier or more fun? Yup – somebody had to think about that. Someone had to think about you to create it in such a way that you so favorably reacted. Someone had to design it.
This NQ7 looks at the core components of all good design – listening, intentionality, creativity, forethought, and asks how all of us can look at our lives, relationships, and organizations as canvases for such design. We will also discuss the patience, tolerance for risk, and long-term vision required to give good design the effort it needs to be successful.
The places we spend 2/3 of our waking life and form some of the lasting relationships that accompany us through life, deserves the most thoughtful, creative, forethought we have. If we want our daily experiences of life and work to bring us joy, a sense of meaning, and the gratification of making a difference, we need to design them to do so.