M.A. DMGT Final Project Proposal

john colรณn

final project proposal dmgt 748: winter 2019 b.s. interior design m.a. design management hackensack, nj

it’s not ‘us versus them’ or even ‘us on behalf of them.’ for a design thinker it has to be ‘us with them’ – tim brown ceo and president of ideo

introduction

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subject of study

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problem statement

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opportunity statement

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target audience

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purpose of study

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scope of study

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research methodology

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research questions

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research activities

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map of research space

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timeline with milestones

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contact list

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annotated bibliography

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introduction My name is John Colón and I plan on completing my M.A. Design Management Final Project during the quarter of Winter 2019. My definition of ‘Design Management’ is as follows: ‘Coordination of the innovation effort through integrating design thinking at all levels of strategy, planning and management for sustainable advantage within organizations.’

My project will be titled Integrating Design Thinking: Coordination Between Non-Profit Organizations 01

subject of study

The subjects of my study are non-profit organizations within the historic preservation community of the northeast who face competition in a changing cultural climate.

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problem statement

According to the Competing Values Culture Framework (CVCF), a developmental organizational culture created initially from research conducted by University of Michigan faculty members, involves innovation and risk-taking and prepares organizations for change in their operating environments and fostering external support, gaining resources, and rapid growth (Krietner & Kinicki, 2013). Non-profit organizations without developmental culture usually can’t succeed through innovative change nor see organizational culture as more than a phenomenon to be experienced.

More and more organizations are entering the non-profit arena, decreasing the attention from donors and volunteers.

Theoretically, competition drives quality upward and costs downward. In practice, however, the same sort of healthy competition that helps the for-profit industry can actually damage non-profit organizations (Lu, 2015; Lutz, Smith, & Da Silva, 2013).

Specifically, in the Historic Preservation communities of the northeast servicing the non-profit sector, organizations are experiencing anxiety-inducing territorialism. Instead of feeling pressure to create better and better products, nonprofit professionals in the Historic Preservation communities worry that they may not be able to provide a product or service at all (Stipe, 2003). If donors and volunteers are spreading their time and energy across multiple organizations with the same mission, these non-profits might not be able to continue certain initiatives. And, seeing as donors often use specific initiatives as benchmarks for success, non-profits risk losing existing donors in addition to potential ones (Kreps, 2003). Without the emphasis on developmental organizational culture, Historic Preservation non-profits will continue to compete without practicing innovative solutions (Bandarin & Van 2012).

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CVCF: Relationship-based Processes Focus on: flexibility, individuality, and spontaneity

Internal Focus Focus on: smoothing and integration

Clan Culture cohesive, participative, leader as mentor, bonded by loyalty/tradition, emphasis on morale

Developmental Culture creative, adaptive leader as risk-taker, bonded by entrepreneurship, emphasis on innovation

Hierarchal Culture ordered, uniform leader as administrator, bonded by rules/policies emphasis on predictability

Rational Culture competitive/acquisitive, leader as goal-oriented, bonded by competition, emphasis on winning

Mechanistic-type Processes Focus on: control, order, stability (Krietner & Kinicki, 2013)

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External Focus Focus on: competition and differentiation

leaders in historic preservation are resistant to change

non-profits are stuck & competing for the same donations

opportunity statement There is an opportunity for co-opetition between non-profit Historic Preservation organizations through integrating design thinking for external sustainable advantage.

historic preservation leaders adopt innovation frameworks

a collaborative, innovative, and developmental community is generated

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opportunity statement

This study makes a contribution to my own development by realizing my level of understanding and involvement in design thinking for business. It is the perfect way to solidify my knowledge and make sure that I’m able to operate data, conduct scientific research, and make an analysis for future academic and professional contributions (Osterwalder, 2010). The study also aids in solidifying the ever-evolving disciplines of Design Management and Preservation Design by combining the art and science of both into sustainable advantage for organizations seeking innovative solutions. The world at large can also benefit from the fresh perspectives of transformational leaders within non-profit organizations, succeeding through collaboration, design thinking, and historic preservation (Lutz, Smith, & Da Silva, 2013).

I’ve been volunteering for the New York Historic Sites Alliance, Inc. (NYHSA) as Director of Communications and Community Outreach since February 2018, giving me the opportunity to practice design management methodologies in a non-profit organization. Building upon my background in Interior Design, Adaptive Reuse, and Design Thinking, this study prepares me for advancing my level of involvement in the NYHSA through a developmental culture, managerial methodologies, and any future internal/external changes. Design Managers foresee, recognize, and address competition and changing cultural climates that affect multiple disciplines (Stone, 2010). Hopefully, this will also further prepare me to catalyze Historic Preservation communities as adopters of innovation.

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target audience The target audience for this project are founders, co-founders, presidents, vice-presidents, donors, and volunteers of non-profit Historic Preservation organizations in the northeast.

Samuel, Age 38 • Preservationist • New York, NY • Employee of preservation firm and volunteer of advocacy group • Motivated by variety of project types • Wants to become a professor • Frustrated by rigid design constraints

Amanda, Age 21 • Art History Student, Intern • Fishkill, NY • Volunteers at preservation firm • Motivated by solitude and nature • Wants to own a for-profit business • Frustrated by extreme consumerism

Robert, Age 29 • President and Co-Founder • Poughkeepsie, NY • Former engineer • Motivated by large, urban adaptive reuse projects • Wants to decrease financial debt • Frustrated by lack of communication within his nonprofit

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Carla, Age 63 • Lawyer, Donor • Maywood, NJ • Self-employed, town-board member • Motivated by small, local educational initiatives • Wants to expand network of local entrepreneurs • Frustrated by neutral parties

purpose of study The focus of this project is applying design thinking and using organizational culture to transpire organizational effectiveness and collaboration between competing non-profits through qualitative research in the field.

lead necessary transformation

define elements of the new economy

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design organizational and collaborative structures

scope of study The following is the boundary of my research space in regards to: timeline, location, subjects, content, and context.

Timeline

• Public & private spaces • Historic Sites • State and City of New York • Workplaces • Skype

• Incorporated nonprofits • Designers, managers • Leaders • Volunteers, donors

• Outside of NY or NJ

• Similar systems or culture types • Similar demographics and backgrounds

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Content

• Management systems • Design systems • Data Analysis

• Design or preservation project

Context

• Office hours • Cultural climate • Social science research ethics

• Uninformed consent • DMGT 748

Delimitations

• Unfinished by March 14, 2019

Subjects

Purviews

• Completed by March 14, 2019

Location

research methodology My contextual research will involve going out into the subjects’ environment to observe and directly understand how existing or potential organizational systems are influenced by the wider context of their lives. This involves private and public meetings as well as co-creative workshops.

This immersion not only allows unexpected needs, opportunities or challenges to be revealed, but also offers a means of re-evaluating assumptions about what these organizations’ needs actually are. Overall, I will be using an ethnographic lens to discover themes and patterns for beliefs and values that drive behavior.

While secondary research will be also necessary occasionally throughout the process, I will still focus on the examination, analysis and interpretation of my observations and other data for the purpose of discovering classifications of types of phenomena and entities – usually without involving mathematical models. It can be difficult to understand conflict and goals without doing it side by side, therefore contextual research is required. Although a distinction is commonly drawn between qualitative and quantitative aspects of scientific investigation, the two sometimes go hand in hand.

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derived from regina rowland, ph.d. dmgt 748

research questions Umbrella Question: How might we use design thinking to transpire collaboration between competing non-profits in historic preservation?

Sub-Research Question 1: Sub-Research Question 2: . How might we describe How might we describe nondesign thinking methods and profit organizational systems apply them towards promoting and position them as a guiding developmental cultures and framework for collaboration innovative communications? between competitors?

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Sub-Research Question 3: How might we describe historic preservation communities and their cultural climates as they relate to design thinking and collaboration?

Sub-Research Question 1: How might we describe design thinking methods and apply them towards promoting developmental cultures and innovative communications?

Umbrella Question: How might we use design thinking to transpire collaboration between competing non-profits in historic preservation?

What do I need to know?

Why do I need to know this?

What type of data is needed?

Sub-sub Research Question 1a: How might we describe and use design thinking methods?

Specific design thinking methods and how, when, and why are they are used.

Additionally, the methods that are best suited for nonprofits

To clarify how design thinking is applied and to understand how this application can best fit non-profits.

Secondary (qual): SCAD DMGT curriculum, methodolgy books, Diffusion of Innovations.

Primary (qual): personal review of past projects

Sub-sub Research Question 1b: How might organizational cultures apply innovative communications?

Organizational cultures oriented towards innovative communications.

An understanding of the relationship between organizational culture and communications

To understand the relationship between organizational culture and communications within the context of non-profits and historic preservation

Secondary (qual): historic pres overviews, organizational culture analysis.

Primary (qual): organizational culture expert interviews, historic pres expert interviews

What types of research methods are needed?

Who do I contact for collecting this data?

When do I need to get a hold of this data?

What will I be learning from this data?

What might I be missing?

How might I be wrong?

Secondary (qual): SCAD Library, personal library Primary (qual): personal portfolio, self-reflection

S: Literature review P: Self-reporting, curriculum audits, expert and professor interviews on skype. Collected by note-taking, audit visualization, transcription. End result is coded table of applicable design thinking methods

Design thinking subject matter experts, DMI, DMGT professors, research librarian

Fall 2018 through Winter 2019

Which design thinking methods are best suited for non-profits and why

May not learn every method available

Secondary (qual): SCAD Library, personal library Primary (qual): workplaces, townhall meetings

S: Literature review, P: Self-reporting, curriculum audits, expert and professor interviews on skype.

Collected by notetaking, transcription.

End result is analysis of convergence and divergence

Case study authors, subject matter experts, behavior leaders, Innovation Institutes, research librarian

Fall 2018 through Winter 2019

How to identify and leverage organizational cultures oriented towards innovative communications

Maybe not enough case studies on similar innovation frameworks

Where can I find this data?

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derived from gabi campagna dmgt 757 fall 2016

Sub-Research Question 2: How might we describe non-profit organizational systems and position them as a guiding framework for collaboration between competitors?

Sub-sub Research Question 2a: How might we describe and use non-profit organizational systems?

Sub-sub Research Question 2b: How might innovation frameworks guide collaboration between competitors?

Umbrella Question: How might we use design thinking to transpire collaboration between competing non-profits in historic preservation?

What do I need to know?

Common types of organizational systems and the research methods and areas of practice that construct these systems. The ways in which these systems manifest themselves in competition

Specific innovation frameworks that can be extracted from organizational design. The similarities and differences between competitive behavior and behavior supported by innovation.

What types of research methods are needed?

Who do I contact for collecting this data?

Why do I need to know this?

What type of data is needed?

Where can I find this data?

To understand the current context of non-profit organizational systems from which to pull inspiration and methods for the creation of a new model or framework

Secondary (qual): non-profit organizational systems overview, key case studies of methods integrated into the workplace or other contexts outside of nonprofits. Primary (qual): non-profit organizational systems expert interviews

Secondary (qual): SCAD Library, online research articles, non-profit library databases.

Primary (qual): organizational designers and those who have implemented systems in the past

S: Literature review P: Non-profit organizational systems expert interviews on Skype. Collected by note-taking, transcription. End result is rigorous and inclusive analysis of nonprofit organizational systems

Non-profit organizational systems experts, organizational design experts, research librarian

To understand the connection between organizational systems and a future innovation framework in a more tactical and applicable manner

Secondary (qual): inno. framworks overview, key case studies of methods integrated into workplaces or contexts outside of non-profits, behavioral analysis in competition vs. inno.

Primary (qual): inno. frameworks expert interviews, non-profit competition expert interviews

Secondary (qual): SCAD Library, online research articles, non-profit library databases, Primary (qual): organizational designers and those who have implemented systems in the past, non-profit competitors

S: Literature review P: Non-profit organizational expert interviews, field observations as fly on the wall, nonprofit organization observation in historic pres. communities that have implemented innovation frameworks, town hall meetings.

Collected by note-taking, transcription, images, live mapping. End result is visual comparison of innovation and competition.

Non-profit organizational systems experts, non-profit organization leaders and volunteers, competing nonprofits, research librarian

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When do I need to get a hold of this data?

What will I be learning from this data?

What might I be missing?

How might I be wrong?

Fall 2018 through Winter 2019

How to use nonprofit organizational systems as a tool for mapping competitor behaviors and activities towards the creation of an inclusive framework

May cause some abnormalities as the end result will not be an organization system, but a framework or model inspired by nonprofit organizational system methods and practices

Fall 2018 through Winter 2019

How to use innovation as a point of convergence and divergence to both analyze and inform competitive practices and behaviors

May be hard to get an objective behavioral understanding from the leaders and volunteers themselves, interviews may need to be supplemented with secondary research

derived from gabi campagna dmgt 757 fall 2016

Sub-Research Question 3: How might we describe historic preservation communities and their cultural climates as they relate to design thinking and collaboration?

Umbrella Question: How might we use design thinking to transpire collaboration between competing non-profits in historic preservation?

What do I need to know?

Sub-sub Research Question 3a: How might we describe historic preservation communities?

The characteristics and parameters of a historic preservation non-profit and the key features and different typologies that exist within this category.

The key case studies for this study as informed by further research and a narrowing of scope.

The ways in which these organizations interact with one another in the larger context of the industry as a whole

Sub-sub Research Question 3b: How might we relate the cultural climate of historic preservation communities to design thinking and collaboration?

The cultural climate of historic preservation communities and how it affects the community as a whole.

The current ways in which innovation is incorporated into cultural climate.

Potential ways for design thinking and collaboration to be integrated into different non-profits

What types of research methods are needed?

Who do I contact for collecting this data?

Secondary (qual): SCAD Library.

Primary (qual): historic preservation experts (reach out to DMGT faculty for their input as well as recommended connections to others in industry)

S: Literature review P: Historic preservation expert interviews at home and Skype.

Collected by notetaking, transcription.

End result is 2x2 mapping of the industry, ecosystem mapping of nonprofits in the industry

Historic preservation leaders, volunteers, and other community members, and research librarian

Secondary (qual): SCAD Library Primary (qual): organizational designers and those who have implemented systems in the past, non-profit competitors

S: Literature review P: Historic preservation expert interviews at home and Skype.

Collected by notetaking, transcription.

End result is 2x2 mappings of cultural climate and collaboration

Historic preservation leaders, volunteers, and other community members, and research librarian

Why do I need to know this?

What type of data is needed?

Where can I find this data?

To understand the business context in which this study is positioned

Secondary (qual): historic pres. comm. case studies, volunteer & leader testimonies.

Primary (qual): interview with historic preservation experts and community members

To understand how the positioned context is conducive to collaboration as a tool for strategic and organizationdriven innovation.

Secondary (qual): non-profit case studies, key literature on cultural climate Primary (qual): collaboration expert interviews, cultural climate expert interviews

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When do I need to get a hold of this data?

What will I be learning from this data?

What might I be missing?

How might I be wrong?

Fall 2018 through Winter 2019

The primary components of the business context in which my study is situated

Such a large industry and community, I may be missing another filter to help narrow down the scope

Fall 2018 through Winter 2019

How collaboration will be integrated into the design of historic preservation non-profits and across the community as a whole

The differences and nuances within each non-profit may require a slightly different integration of design thinking and collaboration and not a one-sizefits all integration

derived from gabi campagna dmgt 757 fall 2016

research activities 1. Data Collection: Specific collection methods I will use include surveys, interviews, structured group meetings, observation, and historical or archival methods. Using multiple methods will be useful by enabling me to explore new theories or to test or generate new hypotheses by combining data in new and unique ways. By using qualitative research to identify certain issues or phenomena, and then using quantitative research as a follow up, or vice-era (as it is often the case with visual or applied research), there will be greater flexibility in exploring new ways of thinking. Also, I will be able to simultaneously answer confirmatory and explanatory questions, allowing me to generate and verify theories in the same study.

2. Data Processing: I will benefit from cross-referencing multiple sources of evidence by ‘research triangulation’ (Muratovski, 2016). Data triangulation involves bringing together these various data sources. Investor triangulation engages different researchers to work on the same problem. Theory triangulation allows me to examine different perspectives on the same data set. Methodological triangulation brings a rang of different methods together. Ultimately, there will be a collection of multiple sources of evidence, a formation of a database (distinct from the final report), and an outline of the explicit links between the questions asked, data collected, and conclusions drawn (Muratovski, 2016).

3. Data Analysis: First, I will organize the details surrounding my case. Then I will categorize the data, interpret all single instances, and identify any patterns. Finally, I will affinitize and generalize. Part of this process includes identifying categories that may help me cluster the data into meaningful groups. After examining specific documents, occurrences, or other data for any specific meanings they might have in relation to the study, I will interpret the data for underlying themes that may characterize the study in broader terms. In the end, there will be a list of conclusions and recommendations that go beyond the study.

4. Data Synthesis: After analysis, any generalizations will be tentative and await further support from additional studies. I will be telling the story of my research, providing a chromological report, and systematically addressing each proposition. My synthesis will be divided into five sections: Introduction, Data Gathering, Data Analysis, Discussion, and Conclusion (Muratovski, 2016). Methods and diagramming techniques that might help me understand and communicate my research findings include an ERAF map, persona and empathy maps, affinity diagram, journey map, opportunity maps, and more. I will make sure that the reader can learn from my study will be clear by being as thorough and objective as possible. In Discussion, my own interpretations will be provided along with any contradictions of data, representing a complete and unbiased account of my studies.

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map of research space

cultural climate

SCAD DMGT Faculty and Students (2019)

NYHSA: New York Historic Sites Alliance MHHD Mid Hudson Historic Destinations

primary sources

secondary sources

design thinking

Stone (2010) Neumeier (2006) Lockwood (2009) Muratovski (2016) Martin (2009)

secondary

primary

secondary

primary

Lutz, Smith, & Da Silva (2013) Kreps (2003) Rogers (2003)

SCAD DMGT Faculty and Students (2019)

Kreps (2003) Bandarin & van (2012)

SCAD DMGT & PRES Faculty and Students (2019)

NYHSA (2019) MHHDG (2019) Dutchess Tourism (2019) Wappingers Historical Society (2019) Georgetown Law (2018) Stipe (2003) Lutz, Smith, & Da Silva (2013) Kreps (2003)

primary sources

historic preservation community

small, local non-profits

secondary sources

primary sources

secondary sources secondary

primary

Stipe (2003)

SCAD DMGT & PRES Faculty and Students (2019)

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NYHSA (2019) MHHDG (2019) Dutchess Tourism (2019) Wappingers Historical Society (2019) Stipe (2003) Kreps (2003) Bandarin & van (2012)

timeline with milestones January 7th, 2019 - March 14th, 2019

Project Planning Unit 01

Project Complete Unit 10

Conducting Research

Market Analysis

Unit 02 - Unit 04

Business Planning Unit 09

Unit 04 - Unit 05

Refining the Prototype Unit 08 - Unit 09

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Assessment and Validation Plan Unit 08

Research Synthesis Unit 06

Exploration and Protyping Unit 07

timeline with milestones: first half January 7th, 2019 - Februrary 10th, 2019

Unit 01

Unit 02

Unit 03

Unit 04

Unit 05

Jan. 07, 2019 Jan. 13, 2019

Jan. 14, 2019 Jan. 20, 2019

Jan. 21, 2019 Jan. 27, 2019

Jan. 28, 2019 Feb. 03, 2019

Feb. 04, 2019 Feb. 10, 2019

Project Planning • Final Proposal refinement • Secondary research completed • Research Protocol documents • Process Book outline template

Conducting Research • Refined Final Project Proposal peer-review • Research Protocol peer-review • Process Book Outline template peer-review • Provide primary research status • Provide working wall status

Conducting Research • Provide primary research status • Provide working wall status

Conducting Research • Provide primary research status • Provide working wall status

Market Analysis • Provide market analysis status • Provide working wall status • Provide Project Positioning status • Provide Project Positioning status • Provide ZAG Steps 1-6 • Provide Value Proposition • Mid-Term Reviews - Research Presentations

Required background reading: • Jones, T.L. Managing the Design Process, Concept Development.

Rockport Publishers Inc. 2010.

Chapter 3, 4 • Neumeier, M. Zag: The Number One Strategy of HighPerformance Brands. Peachpit Press. 2006. Part 1

Market Analysis • Identify first opportunities and their implications for conceptual solutions

Required background reading: • Jones, T.L. Managing the Design Process, Concept Development.

Rockport Publishers Inc. 2010.

Chapter 6 A

Required background reading: • Neumeier, M. ZAG: The Number One Strategy of HighPerformance Brands. Peachpit Press. 2006. Part 2

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Required background reading: • Goodwin, K. “Getting from Research to Personas: Harnessing the Power of Data” Cooper.com, http://www.cooper. com/journal/2002/11/getting_ from_research_to_perso.html/ • Perfetti, C. “Goal-Directed Design: An Interview with Kim Goodwin,” http://www.uie.com/ articles/goal_directed_design/

timeline with milestones: second half Februrary 11th, 2019 - March 14th, 2019

Unit 06

Unit 07

Unit 08

Unit 09

Unit 10

Feb. 11, 2019 Feb. 17, 2019

Feb. 18, 2019 Feb. 24, 2019

Feb. 25, 2019 Mar. 03, 2019

Mar. 04, 2019 Mar. 10, 2019

Mar. 11, 2019 Mar. 14, 2019

Research Synthesis • Provide working wall status • Provide research gap fillers and personas • Initial Concept Exploration

Exploration and Prototyping • Provide working wall status • Provide initial concepts • Provide refined prototypes

Assessment and Validation Plan • Provide working wall status • Provide refined concepts

Refining the Prototype • Provide working wall status • Provide refined prototype • Provide testing plan

Project Complete • Provide Business Model Canvas • Graduation Show Poster • Final Process Book (digital format) • Final Presentation • Course Reflection

Required background reading: • Carlson, A. and Manktelow, J. “Brainstorming: Generating Many Radical, Creative Ideas,” MindTools: http://www. mindtools.com/brainstm.html (accessed July 13, 2012). -Tischler, Linda, “Seven Secrets to Good Brainstorming,” http://www.fastcompany.com/ articles/2001/03/kelley.html

Required background reading: • Neumeier, M. Zag: The Number One Strategy of HighPerformance Brands. Peachpit Press. 2006. Part 1

Refining the Prototype • Provide working wall status • Provide refined concepts • Provide refined prototype • Provide testing plan

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Business Planning • Provde final prototype

contact list New York Historic Sites Alliance Ethan Dickerman, Vice-President Richard Recchia, President Cheyenne Cutter, Director of Educational Outreach Elliana Ramirez, Merchandise Manager Volunteers & Donors Mid Hudson Historic Destinations Group Roy Jorgensen, Founder Volunteers & Donors Dutchess Tourism Mary Kay Vrba, President & CEO Volunteers & Donors Wappingers Historical Society Joey Cavaccini, Town Historian Volunteers & Donors Rombout Rural Cemetery Association Lisa Daley, Secretary Volunteers & Donors Bard College Cammie Jones, Assistant Dean of Civic Engagement Volunteers & Donors

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annotated bibliography American Psychological Association. (2010). Publication Manual of the American Psychological Association (6th ed.). Washington, DC: Author.

The “Publication Manual” is the style manual of choice for writers, editors, students, and educators. Although it is specifically designed to help writers in the behavioral sciences and social sciences, anyone who writes non-fiction prose can benefit from its guidance. Advice is provided on how to present information, including text, data, and graphics, for publication in any type of format.

Bandarin, F., & van, O. R. (2012). Historic urban landscape: managing heritage in an urban century. https://0-ebookcentral.proquest.com.library.scad.edu This book offers a comprehensive overview of the intellectual developments in urban conservation. Examples are drawn from urban heritage sites worldwide from Timbuktu to Liverpool to demonstrate key issues and best practice. It offers an invaluable resource for architects, planners, surveyors and engineers worldwide working in heritage conservation, as well as for local authority conservation officers and managers of heritage sites.

Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). McGraw-Hill Irwin.

Kreitner and Kinicki’s approach to organizational behavior is based on the authors’ belief that reading a comprehensive textbook is hard work; however, the process should be interesting and sometimes even fun. Key topics, such as diversity in organisations, ethics, and globalisation, are recommended by the Association to Advance Collegiate Schools of Business (AACSB) and the Association of Collegiate Business Schools and Programs (ACBSP).

Kreps, C. (2003). Liberating culture: cross-cultural perspectives on museums, curation and heritage preservation. https://0-ebookcentral.proquest.com.library.scad.edu Using examples of indigenous models from Indonesia, the Pacific, Africa and native North America, Christina Kreps illustrates how the growing recognition of indigenous curation and concepts of cultural heritage preservation is transforming conventional museum practice. Liberating Culture explores the similarities and differences between Western and nonWestern approaches to objects, museums, and curation, revealing how what is culturally appropriate in one context may not be in another.

Lockwood, T. (2009). Design thinking: Integrating innovation, customer experience, and brand value. Allworth Press.

This book explores point-of-views, techniques, methods, and hands-on case studies from international thought leaders. It covers design thinking methods; design thinking in service design; design thinking in brand building; and design thinking in creating customer experiences. Design thinking confirms that design, as a process and as an output, has greater opportunity to add value to the triple bottom line than any other business function.

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annotated bibliography Lu, J. (2015). Which nonprofit gets more government funding?: Nonprofits’ organizational attributes and their receipts of government funding. Nonprofit Management and Leadership, 25(3), 297-312.

Based on a survey of human service nonprofits in Maryland, this research finds that non-profits with higher bureaucratic orientation, stronger domain consensus with government, and longer government funding history are more likely to receive government contracts and grants. Government represents one of the most important funding sources for nonprofit organizations.

Lutz Allen, S., Smith, J. E., & Da Silva, N. (2013). Leadership style in relation to organizational change and organizational creativity: Perceptions from nonprofit organizational members.

Nonprofit Management and Leadership, 24(1), 23-42.

This article examines the relationship between leadership style and members’ perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity. As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders.

Martin, R. L. (2009). The design of business: Why design thinking is the next competitive advantage. Boston, MA: Harvard Business Press.

Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage. As knowledge advances across the stages, productivity grows and costs drop -- creating massive value for companies.

Muratovski, G. (2016). Research for designers: A guide to methods and practice. Los Angeles: Sage Publications.

This book clearly explains how effective cross-disciplinary discovery and delivery of strategic solutions to complex problems needs to begin with targeted and credible research of the problem area, the ecosystem, the context, and the stakeholders involved. This book is useful to strategists and decision-makers as it can expand their problem-solving toolkit to incorporate design research and practice in the pursuit of new, original and better outcomes.

Neumeier, M. (2006). Zag: The number one strategy of high-performance brands. Peachpit Press.

This book is based on a simple but challenging mandate: ‘When everyone zigs, zag’. Zagging is the art of positioning a product or company in order to eliminate or minimize competition Companies that zig (i.e., head in the same direction as their competitors) have no choice but to compete on price.

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annotated bibliography Osterwalder, A. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.

Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. It is for those ready to abandon outmoded thinking and embrace new models of value creation. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps reinterpret them for my own context.

Reference, L. L. (2018). Non-profit organizations research guide. http://guides.ll.georgetown.edu/nonprofits This quick topic guide was created for students conducting introductory research in the area of non-profit organizations. While not comprehensive, it provides a listing of the more important, current and relevant materials available in this subject area.

Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York: Free Press.

The diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle of acquaintances -- a process which typically takes months or years. But there are exceptions: some innovations may have spread more rapidly than any other innovation in the history of humankind. It explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky.

Stipe, R. E. (Ed.). (2003). Richer heritage: historic preservation in the twenty-first century. https://0-ebookcentral.proquest.com.library.scad.edu Surveying the past, present, and future of historic preservation in America, this book features fifteen essays by some of the most important voices in the field. Contributors include preservationists, local-government citizen activists, an architect, landscape architects, environmentalists, an archaeologist, a real-estate developer, historians, a Native American tribal leader, an ethnologist, and lawyers. This book can be an essential, thought-provoking guide for professionals as well as administrators, volunteers, and policy makers involved in preservation efforts.

Stone, T.L. (2010). Managing the design process, concept development. Rockport Publishers, Inc. This book illustrates the point where theory meets practice in the design studio environment and examines design management concepts and methods in real-world applications. It features many image-rich case studies to illustrate the fundamentals of design management. The information is not something that is typically taught in design (or business) school -- it’s learned on the job, making this an invaluable reference for designers.

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