I’m reposting items originally written for peterme.com. This post is from January 6, 2016.
I’m co-writing a book on building in-house design teams. Occasionally I’ll write a passage that stands on its own and feels worth sharing.
A byproduct of bureaucratic work environments is that they encourage treating employees as cogs in a machine, not as the idiosyncratic people that they really are. Job titles suggest equivalence and interchangeability for anyone with the same title. Discrete numbered levels are used to assess seniority and salary ranges. Org charts delimit access and authority.
Actualized design teams overcome such practices by treating team members as individuals, with all the messiness implied. They recognize job titles are imperfect, and two people with the same title may have different skills. That’s okay, though, because everyone knows those people’s strengths and weaknesses, and makes sure that they’re set up to succeed. Seniority levels are seen as guidelines, not strict containers. Reporting structures are there for communication and mentorship, and do not limit anyone’s ability to share ideas and have an impact.
The reason companies adopt bureaucratic methods in the first place is to manage people at scale. While maintaining this individualistic perspective is challenging as the design organization grows, it’s worth the effort. Designers, perhaps more than other professionals, are a sensitive, empathetic, expressive, and quirky bunch. Reducing them to labels and levels removes their individuality, blunting their engagement and, in turn, their work. Instead, celebrate their individuality. Let their freak flags fly.