But in order for these promises to

But in order for these promises to materialize, certain pitfalls must be kept at
arm’s-length. First of all, the design approach and methodologies should not be
reduced to a mere toolbox. Indeed, design should not be viewed as a reservoir of tips and hints on how to conduct change but rather as a highly complex and participative
process to be implemented prudently. In that sense, the more complex the issue, the more experienced the professionals involved ought to be. This raises the issue of design training. Indeed, while the design approach stands out for its participatory and
democratic dimension, the mastery of skills and tools that it requires ought not to be shunned. Although undergoing a pure design curriculum might not be mandatory for
managers eager to (re-)design their strategies, organizations and processes, a training in the foundations of managing as designing and an internship in a design firm seem to be warranted. By the same token, whether the design mindset is to percolate through
an ever-wider array of management activities, in a “management by design” approach, or to lurch over the traditional management tools and techniques, in a “management
and design” fashion, managers-designers or, for that matter, managers-and-designers ought to come to terms with the profound differences between the management and design approaches and to come to grips with their practical implications. We have
already touched upon the fact that design processes are a priori more time-consuming, more “democratic,” spiral-shaped and open-ended.

Results (Indonesian) 1:

But in order for these promises to materialize, certain pitfalls must be kept atarm’s-length. First of all, the design approach and methodologies should not bereduced to a mere toolbox. Indeed, design should not be viewed as a reservoir of tips and hints on how to conduct change but rather as a highly complex and participativeprocess to be implemented prudently. In that sense, the more complex the issue, the more experienced the professionals involved ought to be. This raises the issue of design training. Indeed, while the design approach stands out for its participatory anddemocratic dimension, the mastery of skills and tools that it requires ought not to be shunned. Although undergoing a pure design curriculum might not be mandatory formanagers eager to (re-)design their strategies, organizations and processes, a training in the foundations of managing as designing and an internship in a design firm seem to be warranted. By the same token, whether the design mindset is to percolate throughan ever-wider array of management activities, in a “management by design” approach, or to lurch over the traditional management tools and techniques, in a “managementand design” fashion, managers-designers or, for that matter, managers-and-designers ought to come to terms with the profound differences between the management and design approaches and to come to grips with their practical implications. We havesudah menyentuh atas fakta bahwa proses desain apriori lebih memakan waktu, lebih "Partai Demokrat," berbentuk spiral dan terbuka.

Results (Indonesian) 2:

Tetapi agar janji-janji terwujud, perangkap tertentu harus disimpan di
ketentuan pasar yang wajar-panjang. Pertama-tama, pendekatan desain dan metodologi tidak harus
dikurangi untuk toolbox belaka. Memang, desain tidak harus dilihat sebagai reservoir tips dan petunjuk tentang cara untuk melakukan perubahan melainkan sebagai yang sangat kompleks dan partisipatif
proses untuk dilaksanakan secara hati-hati. Dalam hal ini, semakin kompleks masalah, semakin mengalami profesional yang terlibat seharusnya. Hal ini menimbulkan masalah pelatihan desain. Memang, sedangkan pendekatan desain menonjol karena partisipatif dan yang
dimensi demokratis, penguasaan keterampilan dan alat-alat yang memerlukan seharusnya tidak harus dijauhi. Meskipun menjalani kurikulum desain murni mungkin tidak wajib bagi
manajer ingin (kembali) merancang strategi mereka, organisasi dan proses, pelatihan dalam dasar-dasar pengelolaan merancang dan magang di sebuah perusahaan desain tampaknya dibenarkan. Dengan cara yang sama, apakah pola pikir desain adalah untuk meresap melalui
array selalu lebih luas dari kegiatan manajemen, dalam "manajemen dengan desain" pendekatan, atau kesukaran atas alat manajemen tradisional dan teknik, dalam "manajemen
dan desain" mode , manajer-desainer atau, dalam hal ini, manajer-dan-desainer harus datang untuk berdamai dengan perbedaan mendalam antara manajemen dan desain pendekatan dan datang untuk mengatasi dengan implikasi praktis mereka. Kami telah
sudah menyentuh pada fakta bahwa proses desain yang apriori lebih memakan waktu, lebih "demokratis," berbentuk spiral dan terbuka.