A useful exercise for leaders

Peter Edman

Alan Jacobs calls our attention to the blog of Douglas Bowman, a lead designer at Google who is leaving that company. Bowman explains his rationale for moving on in a provocative post:

Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions. With every new design decision, critics cry foul. Without conviction, doubt creeps in. Instincts fail. “Is this the right move?” When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. Remove all subjectivity and just look at the data. Data in your favor? Ok, launch it. Data shows negative effects? Back to the drawing board. And that data eventually becomes a crutch for every decision, paralyzing the company and preventing it from making any daring design decisions.

It would be a useful exercise to extend this argument to other fields, notably ethics. Do you find parallel situations in the organizations you lead? How important is it for to leaders to understand the principles by which their organization is run?

Are there situations where you are tempted to rely too much on data—science, polls, market “demands,” what is technically possible—to take the “subjective” factors out of the decision and make sure no one is ultimately responsible for a decision. Is this what causes a “corporate mindset”?

By what standards do you evaluate criticism of yourself or your organization? How do you help other people in your organization understand core principles, whether ethical, operational, or aesthetic?

Gleanings, Being Human, Character and Ethics, Leadership, Science and Technology, Fri 20 Mar 2009

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The best way of telling the difference between those two opposites—righteousness and self-righteousness—is that righteousness has a sense of humour. Self righteousness never does.

Chief Rabbi Dr Jonathan Sacks, March 2007

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