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CATALYZING the Conversation: Designing Thriving

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Catalyzing the Conversation:
STRIVE TO THRIVE
In this issue of Catalyst we ask enterprise leaders, entrepreneurs and innovation catalysts
-“what drives your thrive?”

Issue 16 | Summer 2018
Dr. Mary McBride
Chair and Professor Creative Enterprise Leadership International Graduate Programs
Arts and Cultural Management and Design Management, Pratt School of Art

 
 

To be successful and shape futures, we must strive. Striving is an action verb describing a vigorous and persistent application of intention, ability and action to effect. Strivers achieve and accomplish and enable others to pursue and persist toward goals. Go strivers!

Organizations encourage striving because striving enables the achievement of established organizational goals. But striving can also tamp down creative energies, lead to unproductive struggle and generate intergroup conflict. The art of leadership is to encourage striving while enabling thriving-to generate prosperity and flourishing for the strivers as well as for the enterprise and its community of users. Striving without thriving is both joyless and dangerous.

The ability to encourage both striving and thriving is an essential leadership competency, but what does that competency look like in action?

We asked our Catalyst community to consider that question and to seek out leaders who embody and enable thriving. We found them everywhere-in education, in the arts, in design and community development. We offer you their insights and examples in this issue of Designing Thriving. You will find interviews, articles, examples and case studies. And, you will also see how we in Arts and Cultural Management and Design Management are driving our own thrive by applying our research to catalyze innovation in our communities.

We continue to thrive by continuing to learn together and from the world around us. This year we went to Ireland to explore how struggle and joy have emboldened people and enterprise to insist on cultural flourishing as well as cultural survival. And, the road rose up to meet us with a blizzard! Sure, but, how better to stir struggle and joy than on an emerald isle stunned with snow.

View our entire Catalyst | Designing Thriving Publication and share with your friends and network a favorite visionary’s article or an insight from this theme and our many other Catalyst: Leading Creative Enterprise themes.

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About the author

Dr. Mary McBride

Chair of Pratt Arts & Cultural Management and Pratt Design Management. Partner, Strategies for Planned Change, an international consulting group specializing in strategic leadership of creative industries; visiting professor international universities including Esade, Spain; Koc University, Turkey; ISG, France; European University, Russia; former director, Management Decision Lab, Stern School of Business, New York University. Mary McBride has spent her career researching, redesigning and refining the meaning of design and its potential to encourage positive change within organizations and the world at large. The stakes in the 21st century are high, corporations are most able to marshal the resources needed to implement global solutions and the in-house design team of the future must play a role in how those solutions are undertaken. Mary's model called The Triple Bottom Line by Design succinctly yet powerfully defines the opportunity for design and designers to innovate to improve their companies¹ profitability while creating sustainable environmentally sound products and services that truly benefit our society.

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