Designers are concerned with delighting the user by making the user’s experience one of high value. The design mindset focuses on form and function, both inside of the device and in the user interface. There are several flavors of design thinking, best exemplified by the Stanford d.school, MIT Media Lab and design firms such as IDEO, Innocentive and Synapse.
The project manager organizes resources to their maximum effect so that tasks can be achieved. These tasks may span from simple to complex and from individual to team-based. A good project manager will be able to fluidly allocate people, time, money, equipment, space and other resources of a group, as well as break down and clearly communicate the tasks to be done both globally and for individuals.
The maker creates prototypes to think, prove, communicate and gain information that will inform design decisions. The maker mindset is grounded in a theoretical understanding that guides decisions before, during and after building. Through experience, makers know how hard a technical task will be and what resources are needed to build. The maker may be a part of the Maker Movement (makerfaire.com, makezine.com, arduino.cc, www.sparkfun.com) that has lowered the technological barriers to the nonexpert.
The professional can identify and communicate strengths and weaknesses, in themselves others. Professionals understand the hierarchy of goals and can accept differences in opinions and goals, even when those goals are not in alignment. They make forward progress through timely decisions, strategic compromises and coordinated actions. The professional will expand or contract to fill the roles that are needed on a team.
Role models search for for continuous growth in themselves and their team. They do not lead in the traditional sense but rather gain the respect of those around them through self efficacy, a growth mindset and intrinsic motivation — characteristics of what Jim Collins describes as the “Level 5” or Enlightened Leader. Role models learn from their own failures and encourage others to learn from theirs. They motivate others by appealing to their autonomy, mastery and purpose.
The value creator identifies areas where value is lacking and then acts to fill the gaps. They apply this attitude to themselves, their team and the world around them. The value creator is critical of the outcomes of their work, but paradoxically remains positive about the progress made.
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