The Harvard Business Review blog posted recently on how to manage creative types. They make some good points (in a Thurston Howell III kind of way). I think it's great that there's recognition that structure and uniformity can be at odds with innovation and experimentation; and particularly that the piece acknowledges that there is a cost incurred when a company decides it wants to get out front and really be creative instead of playing it safe. I'm not thrilled with the part about paying creatives poorly, though. Starving artists are only more motivated than well-fed ones when they're actively seeking a better job. Seven Rules for Managing Creative People. But HBR's points did not go unchallenged.Our friends at Despair.com respond with the following:
You might never know all the answers, but it's good to know the questions.
I've always been impatient with high-sounding mission statements that often state nothing at all. This piece from Warren Berger in Fast Company suggests another approach to stating your purpose.
Dominoes will refuse to fall according to plan. Expect to improvise.
Tuesday, January 8, 2013
Visual.ly is an infographics clearinghouse. They're set up as a marketplace - where people who need infographics can connect with people who make them. Even if you're not shopping, it's a great stop for inspiration.
What I get from browsing this kind of material, apart from seeing good work from good designers, is an appreciation of the many different ways to clearly present data.