I’m reading two books at once, a dangerous thing to do because one is always interpreted alongside the other, changing what it may have been and my perspective, necessarily. But, in hindsight I would say that I am doing this on purpose. One of the books is Reassembling the Social: An Introduction to Actor-Network-Theory (Clarendon Lectures in Management Studies) by Bruno Latour, which I am reading for the second time. The other book is Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean by Roberto Verganti, which I only bought because of the suggestive, business-y title and because business books are things I can make short work of during a 5 hour airplane flight. You know — they basically tell you everything you discover in the title, and then repeat it for no more than 200 or 250 pages, only with snap-to-grid, spic-and-span examples.
What could be the relationship between a noted sociologist-of-associations and a tailored-suit-with-french-cuffs-wearing business professor / management consultant? Perhaps nothing useful. But, one of the roughly constructed graphics in Verganti’s book resonated with Latour’s notion of the collective — and it was even described as a drawing of “a collective research laboratory” — and being a good Latourian, I had to follow the links in my head. These are just some sticky-notes between these two books and my own interest in the role of design in changing things, as well as the ways that organizations can be led by design sensibilities or design studios, rather than engineering efforts and accounting principles. Both are things that are lurking below the surface of these two books, Verganti more explicitly than Latour.
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