設計管理
（設計是管理的工具–也是藝術的管理）
朝陽科技大學 陳冠宏 潘于禾
指導老師 廖昭昌
Design as a management tool –
the 'art' of management
SYNOPSIS:
In the necessary process of defining to a letter operational tasks in order
to manage programmes and budgets, other even more important
management objectives can be sometimes missed. The positive and
negative role of design within this is not always appreciated.
Design and designers are for the most part not held in great esteem by management.
They are on occasions a necessary evil, one to be held firmly in check by project
managers who will prescribe what the designers must do and thereafter limit any
excess or irrelevance. On occasions they are a useful part of marketing, called in to
help promote an image or, more cynically, used to flatter the egos of senior
management. But as a 'management tool', as a way of communicating or
implementing various management objectives, they are unlikely to be considered.
The project for Tasco Europe
It is refreshing therefore to see how design has been used in a project just now
starting to take shape in Glasgow , The project (for Tasco Europe) is unusual, partly
in its parentage (it is a joint venture between Shell and Ernst & Young, and has at its
heart new and innovative ideas about management), partly in the fact that the
organisation has grown as the design has grown – from being an idea, to a joint
commitment to a recruitment programme to a training programme, to a workforce of
approximately 120 at the time of writing. By the end of 1998 it aims to have over 200
employees and by mid -1999 a total complement of over 400 – as a first location.
The project has had the luxury of gradual evolution and the convenience of a clean
beginning, without the usual clutter of middle management scepticism and self-
interest. It has however grown very fast and the temptation must have always been
there to prescribe what was required and shut down the risks associated with design
or open-ended thinking. However to say that the project has enjoyed the luxury of
creativity is in no way to say that it has been characterised by extravagance or an
atmosphere of laissez faire. Far from it. Project management has been central to
the entire exercise – it is only that design has been harnessed within this total
process; that its ability to assist in achieving the overall objectives has been
appreciated.
An evolutionary process
An enlightened approach to design – that which sees design as part of a process
rather than the production of a finite object – recognises the fact that its task is never
done, that it is bound to evolve as the organisation which it supports evolves; that the
process is one of continual proposition, testing and feedback. This is how the
process of management was conceived for the new organisation, as a constant
setting of targets, monitoring against targets, quantitative and qualitative analysis and
the setting of new targets. The design process therefore sat comfortably within the
management of the project as a whole.
The business of Tasco Europe
On the face of it, the business of Tasco would not appear to be an obvious candidate
for the harnessing of design. Accountancy and order-processing from a distance (for
Shell in the first instance and for other multi-nationals in due course) is not
immediately thought of in terms of innovative office environments and staff
participation. But when seen as part of the need to create an essentially different
work ethos and create an entirely new type of organisation the relevance becomes
clearer. The management logic behind the new company involves "down sizing",
"outsourcing" and "empowering". Not only did the opportunity exist technologically to
carry out a variety of accountancy processes remote from customer bases, but the
opportunity existed to create a workforce with a different ethos from the thorough but
essentially conservative nature of the parent organisations. Like all major
organisations experiencing greater competition and the need to be even more
responsive to changing markets, Tasco's prime objective was to reinvent the nature
of its business and then provide an atmosphere in which it could continue to be
reinvented – to engender a kind of "creative anarchy" as it was explained to the
design team.
Design as part of the business process
Thus, to enter what is now "an accountants office" and find it full of bright colours and
with an air of distinct informality might not seem too strange. The contribution of
design has however gone much further than this creation of an immediate
impression, important though it indeed is.
The story starts with the appointment of the design team and goes on thereafter as a
gradual but formal process of proposal and review, in a manner which is different
from most "project managed" design projects.
It is now common practice for the design team to be handed at appointment a
comprehensive brief, setting out organisational requirements complete to the size
and number of desks, the location and exact fitting out of the photocopy or kitchen
areas. The Tasco design team were given nothing other than a key date when the
business was due to go live, and otherwise a spirited description by the new chief
executive of the character of the organisation itself. In this first meeting, held with
beguiling informality, were the ingredients of a series of activities which made the
design process different.
Not only was there no prescription in the form of a comprehensive brief and not only
was a direct relationship with senior management established from the very start, but
the "design briefing" significantly incorporated all the members of the team (those
involved with property search, recruitment, marketing, IT, process planning, project
management, as well as the architects and engineers) thereby drawing no distinction
between the physical design process and the rest of the process required to get the
new business up and running. The objectives were spelled out in business terms
and were bought into by the total team. In addition, the meeting took place at the
earliest opportunity and set up a process of proposal and review which then unfolded
in parallel with the evolution of the organisation itself. Without there being an existing
organisation it might be cynically suggested that such a process of symbiotic growth
was inevitable. Another route however and a much simpler one to have followed,
might have been to map out a comprehensive set of requirements without the
inconvenience of their having to reflect reality, and without their having to be bought
into by other members of the team.
Such a route would have been efficient to mobilise and simple to project manage. It
could have delivered on programme and budget; it might not however have
delivered on what was actually required in supporting a motivated, flexible, efficient,
and re-inventive organisation.
The truth is that with or without an existing organisation it is not possible to know in
advance exactly what is required, and, to set up such a finite system, is to deny the
process of evolution – of inspired or accidental innovation, of testing and feedback. It
is safe but it is essentially static – something which Tasco had already identified as
being an unacceptable option.
Design as a management tool
Design exhibits itself in visual imagery and also in logical spatial planning. It is also a
vehicle for engaging in managerial debate, and at a level which can include all
members of the organisation. Thus, having open or enclosed coffee break areas,
central or localised filing are not just about housekeeping, about what looks tidy or
what is convenient in the short term, but are subjects which strike at the heart of
management style. At stake are issues of staff trust, internal democracy, innovative
systems and processes. The apparently trivial subjects include issues which, when
they are debated, involve strong opinions, often highlighting differences in
perspective between management and staff. In such discussions the designer is not
in a position to say what is right. He can however act as 'agent provocateur' in
flushing out contradictory opinions, and in stimulating the exploration of alternative
forms of operation.
So it was that in the gradual formation of the Tasco brief issues such as break areas,
meeting spaces, desk types, filing, security, reception, mail room, and training
facilities, were all used deliberately or inadvertently in debating the nature of the new
organisation itself.
The particular Tasco experience
In this description of the holistic, evolutionary Tasco process, a weakness might have
been detected in that, with only a skeleton representation* of the new organisation
available to be engaged in debate, feedback was possibly not relevant. This was a
shortcoming that was appreciated and addressed in various ways:
The first was to include in discussions at least those people who were available over
and above the immediate design team. Thus formal and informal presentations were
made to the interim management team and when new ideas were put forward by the
design team, whether it be about printer locations or video conference rooms, these
proposals required discussion and signing off by someone with a user perspective –
as a project control mechanism, but also to ensure that associated issues had been
brought to light, at least where possible.
The second was to approach cautiously anything that might not be changeable later.
This included the basic space planning and the location of key building fixes**, and
those systems which once bought into are expensive to escape – such as the choice
of system furniture. With the choice of these fixes, the team had to rely on
experience, option appraisal and, in the case of furniture selection, the fairly
elaborate process of performance specification, open tendering and testing by means
of comprehensive mock-ups.
The third was to limit the fixity of items which need not be permanent. Deliberately
however a distinction was drawn between items seen as neutral or requiring almost
daily reorganisation to suit team working, and those 'landmark' elements positioned
like coral reefs to structure the sea of open-plan desking and used to promote
colonisation of some yet undefined activity. Unlike the preciousness now invested
with real coral reefs however, these locating objects were seen as disposable over
time – stimulating, beautiful even, but not precious, certainly capable of being
repainted, adapted and repositioned when necessary. A general pallet was built up
therefore of materials that were cheap but usable in a quality manner like the flats of
a stage set, essential for providing a sense of place, but ephemeral. As such they
could also be provocative, inviting future generations of occupants, who might not
like them, to do something better.
The "Induction Nest"
A particular incident in the development of the project was used to full effect in setting
this ethos of deliberate non-preciousness. It was known from the start that training
would need to commence before even the first phase of building works could be
delivered. The possibilities of renting space in a local hotel or taking on temporary
serviced space were considered. Some of these possibilities even looked good
financially, not to say attractive in a programme already a little frantic in terms of
securing leases, appointing contractors and setting building budgets.
The Tasco chief executive pushed very hard from the start however for this Training /
Induction function to take place on site, where a sense of Tasco ownership and
identity could be established and where Tasco staff could feel from the moment they
started that their organisation was something different.
In building terms some very rapid planning had to be put into place. A license to
carry out works was secured two weeks before the start of training itself. Builders
excelled themselves, working round the clock and a "stage set" was presented on
time with the paint still having to dry.
In design terms the exercise did several things. It showed what was possible with
colour and graphics, and the positioning of a few key objects. More importantly it
broke down any pretensions towards preciousness and served as an immediate and
then ongoing source of feedback. It was discovered that neither the chief executive
nor chairman were put out by a lime green entrance area, it taught critical things
about the arrangement of training spaces, about the appropriate degree of separation
between administration and staff, about the need for quiet rooms, about the extent
and configuration of underfloor cabling.
In proper management fashion the exercise has since been analysed and the
lessons incorporated in both the design and the design process for later stages.
The effect of the overall building on the design process
The building chosen by Tasco for their new headquarters happens to consist of
ground and six upper floors. While the size of these floorplates was identified at the
time of building appraisal as slightly smaller than ideally required, the stack of floor
space has proved useful as the project has unfolded. One floor has become what is
now known as the "Induction Nest", described above. One floor has become the
home of the management contractor and the storage of recyclable material.
Individual floors are available for handover as they are completed and as the Tasco
workforce builds up. Most importantly the process of testing and feedback, started
with the Induction Nest, has continued and the persons now involved in debating the
business process and the design support system are Tasco employees. Ownership
is being transferred imperceptibly and, with it, the understanding that the nature of
the building is part of the business itself. It is being discovered that certain things can
easily change, that other things are preferably not changed and that team members
can indeed take charge of their own lives.
設計是管理的工具–也是藝術的管理
概要
在必要的定義過程中，對於操作信件作業，是為了管理節目和預算, 可能有時錯過其它更重要管理宗旨。所以在設計的正面和消極角色裡總不被讚賞。
在管理裡，設計和設計師常常被忽略。他們有時就像是一種必要的罪惡, 一個被產品管理員控制設計師什麼必需做，之後限制任何多餘或是不恰當的設計。偶爾，他們對行銷的有一部份的幫助,他們幫助了設計意念的晉升, 更加奉承在深思熟慮的管理，而是作為一個' 管理工具', 作為通信或實施各種各樣的管理宗旨方式, 他們不太可能被考慮在內。
Tasco在歐洲的企畫
我們看見一開始使用設計在企畫中是在Glasgow,，在這企畫中（對Tasco的歐洲的市場），是不普遍的（大膽的連接在Shell and Ernst & Young）對於管理有創新的點子，事實上，企業團體的成長是伴隨著設計，連接在徵收新工作人員，訓練活動，在受雇用的約120人中，1998在年底中，超過了兩百個工作人員，到1999中，超過了四百的員工
在這企畫中有了很明顯的進展和帶動了方便清潔，少了在管理中可見的凌亂，特別是在管理的懷疑態度和自私自利，儘管他成長的很快，但他卻也有指定的要求跟減少的設計中無限制裡帶來的危險，然而在企畫中一樣可以享受著設計，實在是不可能去說是奢侈浪費或是自由的放任，企畫管理成為全部訓練的重心，只有設計控制全部的過程，設計的能力幫助完成在全部期望之下的目標
發展的過程
設計中，是一種部分的過程，不是只是一個產品，瞭解到這從來沒做到，他一定會發展成是一個發展團體，而過程中只是一部份一直被反覆提議，測試反覆著，這也是管理過程中被思考成為新的團體，而他確有不變的目標宗旨，質量分析是為了設定新目標，設計過程因此成了好的管理企畫位置
Tasco的生意出現成一個很明顯的控制設計的候補者，會計工作和加工順序的過程中，在這一段距離中，不是很直接的通過創新的環境跟工作人員參與，但是視為被需要創作實質上不同的工作的一部份並且創作全新風格的團體
在新的公司管理方式背後包含了；向國外採取零件和授權,不只有科技存在的機會，解決從顧客基層所提升的各種會計過程，但是良機的存在創造了不同工作者經過了實質保守的團體,像是主要的團體經歷了競爭激烈和需要被需求的市場中,Tasco的原本想法是回歸自然後或是提升持續被發明的氣氛,去引起一種”無政府創作”他被解釋為設計團體
設計是生意的一種過程
但是，進入”會計師的工作室”發現富有著光亮的顏色並且伴隨著非正式的特別的氣氛，或許看起來似乎太不尋常，然而，設計的貢獻超出立即的創作印象，超出他的實質重要性，故事的開始在於設計團的討論並且逐步成為正式的提出跟複審過程
在這個方式中，他的不同在於大部分的企畫管理，現在最普遍的實施在於設計團隊的著手在於廣泛的討論，設定團體的需求，完成尺寸跟數量，位置和精確的符合廚房地區,Tasco設計團隊給的超過關鍵日期，就是為了生意生存，除此之外，新的領導者執行出團體特性的新的氣象
在第一次的討論，有著分正式的謊言，而這些活動的內容讓設計的方式變的不一樣.不只是沒有規定形成在廣泛概要中，不只是直接的關係在成熟的管理的建立在一開始的時候，但是在設計的概要,結合團體成員（包含財產的搜尋，徵新的人員，交易銷售，情報市場，計畫過程，產品管理，建築師跟工程師也是一樣的情形）因此描述的沒有區分在物質的設計過程和過程需要新的持續工作
客觀的在工作期間帶動整個團體
再加上討論發生在最開始的良機並且設立在報告跟複審的過程，展開在團體的發展，沒有團體的存在或許被提議在這樣的不可避免的同步成長
然而另一個路線，比較簡單去跟隨再廣泛的需求，少了不方便，反映在真實上，少了必要要帶新的成員在團體中，這樣的路線曾經是效率很好又簡單的企畫管理，他傳遞在節目跟預算中，他或許不會傳遞再真實的需求來維持動機，有彈性又有效率的團體，事實是他有可能是沒有存在的團體，不可能完全知道他的需要設立在這樣有限的系統，否認發展的過程靈感的創新是在沒預料中，測試跟返回中，他是很安全但他的實質是靜的，有時候Tasco鑑定自不能接受的選擇
設計是管理的工具
設計如同管理工具設計一樣，把自己陳列在視覺成像和並且在合邏輯空間計劃。並且也是一輛車在管理辯論中, 和在可能包括所有組織的成員的程度。因而, 有開放或咖啡休息區域，中央或地方化，不要是僅關於家務, 關於什麼神色或什麼其間近期方便, 但是碰在管理方式中心的主題。就要在於職員信任、內部民主、創新系統和過程的問題。明顯瑣細的主題的問題，當他們辯論，介入強的觀點，經常看出很明顯的區別在透視在管理和職員之間。在這樣討論之下，設計師不是說什麼都是對的。他' 代理者' 能去掉一些的矛盾觀點, 和在刺激操作的選擇的形式。所以慢慢組成Tasco短暫組織,就像是分散的地區，會議地方，桌子種，安全跟接待，郵件室，和訓練能力，不管使用謹慎的或是不謹慎類被爭議在新的自然界中
特殊的Tasco經驗
在本篇文章中所描述Tasco的整個發展過程中，可以察覺其中的缺點，可能在於其(房屋)結構的表現方式，是由新式組織發展出可從事但還存有爭議的方式，在於此種方式的回饋(意義)或許並不恰當。這種可快速引起關注和獲得滿足的方法能從好幾種不同方式表現出來：
1. 首先必須是由設計團隊中的核心人物共同討論。然後將正式或非正式的結果呈現給臨時組成管理團隊，當設計團隊產生新想法時，不論是關於影印機的位置或視聽會議室，都是由團隊中最具洞察力且可以控制整個計畫的人提出討論，並且確定是否能盡可能的把其他相關議題揭露。
2. 在來要能夠小心的處理決定之後就不能變更的事物。這包括了基本的空間設置和建築核心的設計，而這些系統一但確定實施以後便難逃大筆金錢的花用–例如系統家具的選擇。伴隨這些設計的選擇，設計團隊必須依靠經驗，並且評估所選擇的是否合適，甚至在案件中家具的選擇，都必須確切、詳盡的展現出來，並且選擇最詳盡仔細的計畫書公開的投標和檢驗。
3. 要能限制非固定存在物件的固定性。要慎重的處理設計圖中所畫物件之間的區別，看是自然形成或是刻意要求，每天都要如此來協調組織當中的團隊合作，而具景觀元素的〝地標〞，像是珊瑚礁就可以促進海域的發展，甚至可以開發一些尚未開發的活動，(就是可以浮潛啦！帶動開發的意思。)現在的投資開發以不像以前一樣珍惜自然的資源，這些資源好像一過時了就會被丟棄–雖然好玩刺激又美麗，但是卻不被珍惜，只有在有再開發的價值或有人需要的時候才會被開發。普通且平坦的貨板可以建造非長久使用的舞台，材料也比較便宜，還可以造出有質感的樣子。而且一旦之後的人不喜歡，也可以重建。(總之就是比較不浪費的意思。)
經驗值的建立
每個案例的發展過程中總有可以再被審視並應用在理論上的地方。而這樣的動作可以用來訓練正要開始building work的人。租用地方上旅館來當作臨時的的地點是被認為可行的。而有時這樣的作法比在去搭建另外的space還來的好。
Tasco的領導非常努力的推廣他們的理念，並落實在訓練上，可以以這樣不同的方式有所貢獻，並讓人可以感到Tasco組織不同的地方。
有些案件必須很快的put into place(找地方)。而建築執照至少要在工作開始兩個星期以前就要申請下來才安全。建造者要比其他人優越的話，就必須準時，並且隨時出現even是油漆還沒乾時，都要到場。
從事設計的時候就要從小事注意到大事，不管是顏色或圖片的選擇，或是少數重大的物件選擇都一樣。不管是chief或是chairman都必須同樣的作法。(這段大慨就是說不管是誰，從事設計時都必須要仔細的選擇，問題發生時立即的處理。)
適當的管理是later stages必須學習和分析的。
建築在整個設計過程中的意義
這段就是說會選擇Tasco的大多是比較小、六層以下的建築。會比較省，比較環保比較不浪費金錢及人力，請看上面Tasco所推廣的理念。
為了他們的新總部，Tasco 選擇的大樓碰巧由庭園和6層樓構成。對大樓評價時這些大樓鋼筋的尺寸被鑑定為比理想中的要求還小；因為工程已經展開，一堆樓層空間已經被證明是有用的。如上所述，一層變成現在著稱的" 就職巢"。一層變成管理訂約人的家和可回收利用材料的貯藏庫。個別的樓層因已完成則適用於轉交以及增進Tasco工作的多樣性。最重要的測試和反應過程，開始以就職巢繼續進行，而那些現在參與辯論工作過程和設計支援系統的人都是Tasco的職員。所有權無法被感覺到轉移，同時，那些對於大樓自然的理解是工作本身的一部分。現在發現某些確切的事情可以輕易地改變，其他事情則儘可能地不被改變而隊員們可以確實的對他們自己的人生負責。
結論
建築是多變而非固定的，有些是固定的建築有些則否，像行動咖啡車就不是固定的，但可以移動卻非常方便，這也是一種新的想法。設計者必須有不同的意見和想法。
像Tasco這樣的新想法(之類的)並非能在短暫的時間就被接受，有很多有的沒有的考量，但是在以後將會有更多不同的想法展現出來。並被廣為接受。
心得
這一篇關於設計管理的文章,基本上是以Tasco這一間公司的管理方式跟經驗來說明管理這件事情在設計的過程中扮演著一個重要的角色
由於設計本身是屬於比較自由的性質,常常會讓創意的想法天馬行空,但是一旦浪漫的想法過了頭,總是免不了耽誤到正事的處理,為了避免發生這樣的問題,設計流程上面各個階段的控管就成了必須
設計是生意的一種過程,一般設計團隊常常以廣泛的討論來達到設定團體的需求,再這個過程中必須要制定一個期限,這是為了公司的生存,經由有效的管理讓階段性的工作更有效率的完成
在一個設計的過程中,我們如何得知設計的需求？在這之前可能會有業務接案子進來，或是你是內部設計師，由企劃人員丟案子下來，還是由你主動提案得到某一種機會，藉由溝通得知需求，以及知道設計物生產出來的目的，之後進入創意發想階段，是創意總監想，還是業務想，還是客戶想，還是設計師想？這個過程需不需要與他人合作？若需要，工作如何分配？需不需要先收集資料研究？如何去收集資料？承載的媒材是什麼？製作上有沒有什麼要注意的？我設計的東西最後會不會跟成果一致？
在文章中也有提供一些實際上的案例,但是在每個設計過程中，除了角色的問題，不同的設計目的，不同的工作團隊與組織型態，不同的表現媒材，甚至於不同的社會文化背景，都會深深影響設計與管理的模式。
設計管理者要從戰略，從企業角度，去全盤考慮的問題，這是設計管理者必備的素質。此外要考慮部門之間利益的重合點，設計與商業的互動，最終服務的物件是人，只有從人出發，才能真正解決跨學科之間的矛盾、部門與部門之間的矛盾。每個部門的人，每個技術背景的人或者市場背景的人，都要學習另外一個學科領域裏一定的東西，拓寬知識面，這樣才有利於與不同部門的人去溝通合作。做管理者要做leader，不要去做manager，你要去引導別人，而不是去管理、控制別人。
關鍵辭：設計溝通、設計管理、表現媒材、設計經驗、設計圖、設計企劃
