Dear Terry,
Please. The paper on "The value of a metaphor: Organizations and ecosystems” is fine. But it is irrelevant to the rotating, gyrating, level-jumping series of Byzantine claims and assertions you have raised in this thread.
As Carlos wrote, we are not confused. No one misread your post. You wrote about design firms. Design firms and other companies are business organisations subject to managerial issues. You wrote about strategic planning. Formal organisations do strategic planning. Plants and biological structures found in nature do not.
It is sophistry to dance aside from your own claims by defining organisation in biological or metaphoric terms. I understand the etymology and meanings of the word “organisation.” I appreciate the uses of metaphor. David Sless’s post offered an apposite comment on the uses of metaphor, and Klaus Krippendorff has written about metaphor many times over the years. Metaphor is valuable.
But let’s get to the heart of your comments. YOU wrote about “international strategic planning about design practices, research and education.” When we used that phrase, we quoted you.
Only purpose-driven human organisations engage in strategic planning.
Can’t you answer five questions without a full journal article? I’m not asking for fully-referenced research note. Just tell us what you mean.
1) How — as you see it — can we use Stafford Beer’s Viable Systems Model to solve the problems of the design field? 2) Please define Beer’s Viable Systems Model — as you see it. Please define Beer’s VSM in a way that explains how to apply it to the design field as a field. 3) What do YOU mean by the proper noun [D]esign as distinct from the design field? 6) What do YOU (Terry Love) see as the “specific cultural and organisational failings or organisational illnesses” of the design field? 7) How — as you see it — can we use Beer’s VSM to change this situation?
Surely it does not take a journal article to explain the difference between the proper noun “Design” and the common noun “design.” Or tell us your view of the major cultural and organisational illnesses of the design field — at least a few of them.
We can do without another stack of links to excellent writers who know what they mean. Just tell us what you mean.
Yours,
Ken
Ken Friedman, PhD, DSc (hc), FDRS | Editor-in-Chief | 设计 She Ji. The Journal of Design, Economics, and Innovation | Published by Elsevier in Cooperation with Tongji University Press | Launching in 2015
Chair Professor of Design Innovation Studies | College of Design and Innovation | Tongji University | Shanghai, China ||| University Distinguished Professor | Centre for Design Innovation | Swinburne University of Technology | Melbourne, Australia
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