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The 1920s and 1930s saw the birth of modernism in the United States, a new aesthetic, based on the principles of the Bauhaus in Germany: its merging of architecture with fine and applied arts; and rational, functional design devoid of ornament and without reference to historical styles. Alfred H. Barr Jr., the then 27-year-old founding director of the Museum of Modern Art, and 23-year-old Philip Johnson, director of its architecture department, were the visionary young proponents of the modern approach. Shortly after meeting at Wellesley College, where Barr taught art history, and as Johnson finished his studies in philosophy at Harvard, they set out on a path that would transform the museum world and change the course of design in America. The Museum of Modern Art opened just over a week after the stock market crash of 1929. In the depths of the Depression, using as their laboratories both MoMA and their own apartments in New York City, Barr and Johnson experimented with new ideas in museum ideology, extending the scope beyond painting and sculpture to include architecture, photography, graphic design, furniture, industrial design, and film; with exhibitions of ordinary, machine-made objects (including ball bearings and kitchenware) elevated to art by their elegant design; and with installations in dramatically lit galleries with smooth, white walls. Partners in Design, which accompanies an exhibition opening at the Montreal Museum of Fine Arts in April 2016, chronicles their collaboration, placing it in the larger context of the avant-garde in New York—1930s salons where they mingled with Julien Levy, the gallerist who brought Surrealism to the United States, and Lincoln Kirstein, co-founder of the New York City Ballet; their work to help Bauhaus artists like Josef and Anni Albers escape Nazi Germany—and the dissemination of their ideas across the United States through MoMA’s traveling exhibition program. Plentifully illustrated with icons of modernist design, MoMA installation views, and previously unpublished images of the Barr and Johnson apartments—domestic laboratories for modernism, and in Johnson’s case, designed and furnished by Ludwig Mies van der Rohe—this fascinating study sheds new light on the introduction and success in North America of a new kind of modernism, thanks to the combined efforts of two uniquely discerning and influential individuals.
"This book captures the experiences and evidence among teachers in exploring the possibility of active students' participation in curriculum design, delivery and assessment through teacher-learner partnership. This publication can be used by academia to explore the effectiveness of co-created curricula to the traditional teacher-created curricula"--
The development of computational models of design founded on the artificial intelligenceparadigm has provided an impetus for muchofcurrentdesign research. As artificial intelligence has matured and developed new approaches so the impact ofthese new approaches on design research has been felt. This can be seen in the wayconcepts from cognitive science has found theirway into artificial intelligence and hence into design research. And, also in the way in which agent-based systems arebeingincorporated into design systems. In design research there is an increasing blurring between notions drawn from artificial intelligence and those drawn from cognitive science. Whereas a number of years ago the focus was largely on applying artificial intelligence to designing as an activity, thus treating designing as a form ofproblem solving, today we are seeing a much wider variety ofconceptions of the role of artificial intelligence in helping to model and comprehend designing as a process. Thus, we see papers in this volume which have as their focus the development or implementationofframeworks for artificial intelligence in design - attempting to determine a unique locus for these ideas. We see papers which attempt to find foundations for the development of tools based on the artificial intelligence paradigm; often the foundations come from cognitive studiesofhuman designers.
Over the past decade, the Rotman School of Management and its award-winning publication, Rotman magazine, have proved to be leaders in the emerging field of design thinking. Employing methods and strategies from the design world to approach business challenges, design thinking can be embraced at every level of an organization to help build innovative products and systems, and to enhance customer experiences. This collection features Rotman magazine's best articles on design thinking and business design. Insights are drawn from the people on the frontlines of bringing design into modern organizations, as well as from the leading academics who are teaching design thinking to a new generation of global leaders. Rotman on Design is divided into three sections, each of which features an all-new introduction by a prominent thought leader. The selections cover a variety of practical topics, focusing on why design methodologies are so important today and how they can be introduced into organizations that have never before considered design thinking. They also illustrate the particular skills that promote great design - whether it be of a new business plan, a user experience, a health care system, or an economic policy. Together, the articles in this collection will help managers to thrive and prepare for future challenges. Anyone who is interested in fostering creativity and innovation in their organization will benefit from this engaging book.
The book contains the papers developed from the presentations at the Distributed Intelligence in Design Symposium, held in Salford in May 2009. In this context, Distributed Intelligence refers to the interdisciplinary knowledge of a range of different individuals in different organisations, with different backgrounds and experience, and the symposium discussed the media, technologies and behaviours required to support their successful collaboration. The book focusses on: how parametric and generative design media can be coupled with and managed alongside Building Information Modelling tools and systems how the cross-disciplinary knowledge is distributed and coordinated across different software, participants and organizations the characteristics of the evolving creative and collaborative practices how built environment education should be adapted to this digitally-networked practice and highly distributed intelligence in design The chapters address a range of innovative developments, methodologies, applications, research work and theoretical arguments, to present current experience and expectations as collaborative practice becomes critical in the design of future built environments.
This textbook explores major issues and concepts in organizational structure and design. It details strategic and business issues that merit consideration while framing or designing the organizational structure. Working with a range of industry examples and case studies, this volume: Relates organizational structure and design issues with organizational culture and change management, power and politics, and policies and strategies Covers several key topics, including the structure-strategy debate, viable system model, issues pertaining to organizational culture, change management, power, and conflict Discusses various models of organizational structure like matrix, global business unit, strategic business unit, hybrid, functional and divisional, modular, networked, agile, helix, etc., in relation to organizational practices and their strategic influence over the organization Enables readers to challenge organizational design in times of uncertainty Concise, lucid, and engaging, this book will be useful to students, academics, management researchers, and industry professionals in the fields of general management, organizational behaviour, and human resource management and development.