Over the next 5 months, many design students will prepare themselves for finding work. They’ll build their portfolios up in order to land the dream job. If hired, how will they work with others, co-workers who may not be designers and do not speak the language of design? Will our design youth evoke change and tranformation? Will they be bullies or bullied?
Bullies crave attention. Bullies thrive on power positions. They become isolated because nobody enjoys the company of a hostile, arrogant, and ignorant person. Sadly, most young designers I’ve met possess these characteristics. They’re trapped in a world of design, speaking a designer language. Because they are not open to the world outside design, they become design bullies. They punch methods, ideas, and conventions down the throats of clients and coworkers with little consideration for much else.
In AIGA-gain, David Womack asks, “How can we play transformational roles in organizations?” Yet, when designers leave school as bullies, how can we expect them to play transformational roles when they’re not prepared to play with others? Most programs teach them that the designer calls the shots. The designer has control. The designer is a god. As talented pixel-pushers in PhotoShop and Quark, students falsely believe that clients will pay them for making things look pretty cool compared with a secretary’s Microsoft Word document. And don’t even mention the word marketing. Marketing, business, advertising, oh come on…
Clients? Oh, they’re the ones who pay for my PhotoShop upgrade with a fat paycheck. Hold it, are you serious? Budget? Ha! That’s a good one. We can talk about extending your budget while my six-color brochure with gloss and matte varnish heads to the bindery. Did I hear somebody bring up the word revision? Revision, right. Who’s giving me input for a revision? They have opinions on my work? Why did I go to school for 5 years? Why did I learn all those software programs? To have them tell me what to do?
While this sounds extreme, all too often I’ve witnessed such outbursts. Instead of compromising with clients and peers, young designers terminate a project, or leave the agency, or demand a paycheck for preliminary labor. By focusing so much on design in school, young designers don’t understand how to interact. Most are not prepared for environments where clients or colleagues (mostly advertising or marketing specialists) speak a different language and place emphasis on the bottom line. They don’t have the means to create worthwhile relationships with other professionals because they have an allegiance to one tribe — design.
If we want our design youth to evoke change or play transformational roles (or even play at all), let’s begin with David’s second question, “What skills do we need to provide to students in order to prepare them for this role as catalyst?” They’ll be playing with a wide variety of talent, so look outside of design. Whether it’s business, economics, architecture, fund raising, or human behavior, here are some options: how to sell your work; how to speak in public; how to write a proposal; how to identify profitable solutions; how to manage a project; how to admit when you’re wrong; how to get cooperation; how to justify decisions; how to criticize constructively; how to be a leader; how to communicate your specialized skills to uninformed audiences; how to write a contract; how to brainstorm; how to build creative energy; or how to avoid arguments.
Educators, who release talented designers into society, do not emphasize these matters enough. In fact, they don’t emphasize much outside of visual and technological literacy. True, most of the “how to” items above are taught in the business school. I’m not suggesting that students master these things, but let’s at least introduce them to what they’ll deal with: business-minded people; executives with M.B.A. degrees; development agents with an eye on the bottom line; or even communication directors who place a priority on media channels instead of good form. Students must have an appreciation for more than just design because it takes an understanding of your team and a willingness to be a team player if you’re going to play at all.
among the most difficult things to teach, getting on with people and the possibility that you might be doing the work you're doing for forty or fifty more years are two of the hardest, yet most useful things (one to do with experience, the other to do with understanding) to gain from any kind of education, whether within or outside of an institution. the more time spent with other students, and the more work you make, the better.
On Jan.21.2004 at 03:39 PM