Abstract
An essential ingredient of dealing with transient problems is for everyone involved
to focus on deep thinking about the problem rather than to immediate action. This
paper considers the employment of visual thinking for observing the process of group work, and articulates the significance of visual thought in complex problem solving. It demonstrates the kinds of useful information that can be captured, and presents an approach to ‘seeing’ a pattern for leadership when dealing with transient problems. It concludes by suggesting ways in which the analysis and interpretation of group work could be enhanced by applying the visual methods of capturing content and process knowledge.
to focus on deep thinking about the problem rather than to immediate action. This
paper considers the employment of visual thinking for observing the process of group work, and articulates the significance of visual thought in complex problem solving. It demonstrates the kinds of useful information that can be captured, and presents an approach to ‘seeing’ a pattern for leadership when dealing with transient problems. It concludes by suggesting ways in which the analysis and interpretation of group work could be enhanced by applying the visual methods of capturing content and process knowledge.
| Original language | English |
|---|---|
| Publication status | Published - 10 Jun 2002 |
| Event | The 11th International Forum on Design Management Research & Education: strategies, resources & tools for design management leadership - Massachusetts, Boston, United States Duration: 10 Jun 2002 → 12 Jun 2002 |
Conference
| Conference | The 11th International Forum on Design Management Research & Education: strategies, resources & tools for design management leadership |
|---|---|
| Country/Territory | United States |
| City | Boston |
| Period | 10/06/02 → 12/06/02 |
Keywords
- design management
- strategies
- leadership
- visual thinking
- dialogue