There has always been a mismatch between what science knows and what business does. This book aims to repair that breach concerning some of the core concepts that underpin design management and leadership practices. This knowledge gap is twofold: first, there is still not adequate comprehension of how design management and leadership interplay, and, second, there are no books available on design leadership and management that go sufficiently deep on these concepts from a neuroscientific, psychological, and social perspective.
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