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Redesigning Leadership (Simplicity: Design, Technology, Business, Life)

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Synopses & Reviews

Publisher Comments:

andlt;Pandgt;When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor--with a love of argument for argument's sake and the freedom to experiment--into the head of a hierarchical organization. The professor is free to speak his mind against andquot;the man.andquot; The college president is andquot;the man.andquot; Maeda has had to teach himself, through trial and error, about leadership. In Redesigning Leadership, he shares his learning process. Maeda, writing as an artist and designer, a technologist, and a professor, discusses intuition and risk-taking, andquot;transparency,andquot; and all the things that a conversation can do that an email can't. In his transition from MIT to RISD he finds that the most effective way to pull people together is not social networking but free food. Leading a team? The best way for a leader to leverage the collective power of a team is to reveal his or her own humanity. Asked if he has stopped designing, Maeda replied (via Twitter) andquot;I'm designing how to talk about/with/for our #RISD community.andquot; Maeda's creative nature makes him a different sort of leader--one who prizes experimentation, honest critique, and learning as you go. With Redesigning Leadership, he uses his experience to reveal a new model of leadership for the next generation of leaders.andlt;/Pandgt;

Synopsis:

Lessons for a new generation of leaders on teamwork, meetings, conversations, free food, social media, apologizing, and other topics.

Synopsis:

andlt;Pandgt;Lessons for a new generation of leaders on teamwork, meetings, conversations, free food, social media, apologizing, and other topics.andlt;/Pandgt;

Synopsis:

When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor--with a love of argument for argument's sake and the freedom to experiment — into the head of a hierarchical organization. The professor is free to speak his mind against the man. The college president is the man. Maeda has had to teach himself, through trial and error, about leadership. In

Synopsis:

When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor--with a love of argument for argument's sake and the freedom to experiment--into the head of a hierarchical organization. The professor is free to speak his mind against "the man." The college president is "the man." Maeda has had to teach himself, through trial and error, about leadership. In Redesigning Leadership, he shares his learning process. Maeda, writing as an artist and designer, a technologist, and a professor, discusses intuition and risk-taking, "transparency," and all the things that a conversation can do that an email can't. In his transition from MIT to RISD he finds that the most effective way to pull people together is not social networking but free food. Leading a team? The best way for a leader to leverage the collective power of a team is to reveal his or her own humanity. Asked if he has stopped designing, Maeda replied (via Twitter) "I'm designing how to talk about/with/for our #RISD community." Maeda's creative nature makes him a different sort of leader--one who prizes experimentation, honest critique, and learning as you go. With Redesigning Leadership, he uses his experience to reveal a new model of leadership for the next generation of leaders.

About the Author

John Maeda is President of Rhode Island School of Design and former Associate Director of the MIT Media Lab. In 2008 Esquire magazine named Maeda one of the 75 most influential people of the twenty-first century. He is the author of The Laws of Simplicity (MIT Press, 2006) and other books.

Product Details

ISBN:
9780262015882
Author:
Maeda, John
Publisher:
The MIT Press
Author:
Massachusetts Institute of Technology
Author:
Massachusetts Institute
Author:
of Technology
Author:
Bermont, Rebecca J
Location:
Cambridge
Subject:
Leadership
Subject:
Business Writing
Copyright:
Series:
Simplicity: Design, Technology, Business, Life Redesigning Leadership
Publication Date:
20110425
Binding:
Hardback
Grade Level:
from 17
Language:
English
Illustrations:
6
Pages:
96
Dimensions:
8 x 5.375 x 0.25 in

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Related Subjects

Arts and Entertainment » Art » Design
Arts and Entertainment » Art » Graphic Design
Business » General
Business » Investing
Business » Management
Business » Writing
Education » Higher Education
History and Social Science » Economics » General

Redesigning Leadership (Simplicity: Design, Technology, Business, Life) New Hardcover
0 stars - 0 reviews
$18.95 In Stock
Product details 96 pages MIT Press (MA) - English 9780262015882 Reviews:
"Synopsis" by , Lessons for a new generation of leaders on teamwork, meetings, conversations, free food, social media, apologizing, and other topics.
"Synopsis" by , andlt;Pandgt;Lessons for a new generation of leaders on teamwork, meetings, conversations, free food, social media, apologizing, and other topics.andlt;/Pandgt;
"Synopsis" by , When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor--with a love of argument for argument's sake and the freedom to experiment — into the head of a hierarchical organization. The professor is free to speak his mind against the man. The college president is the man. Maeda has had to teach himself, through trial and error, about leadership. In
"Synopsis" by , When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor--with a love of argument for argument's sake and the freedom to experiment--into the head of a hierarchical organization. The professor is free to speak his mind against "the man." The college president is "the man." Maeda has had to teach himself, through trial and error, about leadership. In Redesigning Leadership, he shares his learning process. Maeda, writing as an artist and designer, a technologist, and a professor, discusses intuition and risk-taking, "transparency," and all the things that a conversation can do that an email can't. In his transition from MIT to RISD he finds that the most effective way to pull people together is not social networking but free food. Leading a team? The best way for a leader to leverage the collective power of a team is to reveal his or her own humanity. Asked if he has stopped designing, Maeda replied (via Twitter) "I'm designing how to talk about/with/for our #RISD community." Maeda's creative nature makes him a different sort of leader--one who prizes experimentation, honest critique, and learning as you go. With Redesigning Leadership, he uses his experience to reveal a new model of leadership for the next generation of leaders.
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