Wd131 unit 3 module 2 understanding shape in composition

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Shape should not be used simply for decoration but rather to support a concept or give added meaning to a message. Successful designers like Paul Rand and Milton Glaser use shape to define their designs and convey important messages through their use of shape in book cover designs and other compositions. Shape, when used effectively, enhances understanding beyond just aesthetics.

Shape should NOT be used simply for decoration. Shape should be
used to support a concept or give added meaning to a message.
Shape
WD131: Fundamentals of Design
Unit 3: Shape
Module 2: Understanding Shape in Composition

Paul Rand used Shape to convey a message in book cover designs
WD131: Fundamentals of Design
Unit 3: Shape
Module 2: Understanding Shape in Composition

Shape defines these designs by
Milton Glaser
WD131: Fundamentals of Design
Unit 3: Shape
Module 2: Understanding Shape in Composition

Does your organization actively avoid taking risks? If so, you may already be falling behind competitors & losing touch with your customers & your markets. Keeping up in today’s markets requires ongoing innovation, which involves a certain amount of risk. In today’s hyper-paced markets, one new product mistake or market miscalculation can put a company so far behind that it never catches up or put it out of business altogether. As a result, many companies play not to lose rather than playing to win. And many organizations have cultures that don’t support risk-taking. Management decisions & ways of working focus on maintaining the status quo over exploring new possibilities. Rather than avoiding risk, companies can learn how to manage & mitigate it by following 5 basic rules: Rule #1: Accept the need to take risks. Start by understanding that what made your organizational successful in the past will not necessarily do so in the future. In fact, if you do business in markets & industries that move very quickly, you can count on it. The faster your industry moves, the more risk you may need to take. Rule #2: Compare the risk versus the expected return on investment. Unless it’s a matter of survival, don’t bet the farm on one new product or initiative. It’s ok to take a chance on a long shot every once in a while. But overall you’re better off taking measured risks where the potential upside far outweighs the damage to the company should the initiative fail. Pause long enough to truly calculate risk & plan minimizing or mitigating strategies for it. Rule #3: Make decisions based on data, not thought bubbles. Many innovation efforts fail simply because management doesn’t take the time to gather enough data. Instead, they forge ahead based on what they think they know about the market & customer needs, and then wonder why it goes over like a lead balloon. Never take a risk that’s not supported by data. And make sure you collect both confirming & disconfirming data so you don’t just seek the data that proves your idea right and miss all the other data that is out there. Rule #4: Do a reality check. Do you have the people, skills & organizational systems & processes in place to make the initiative a success? If not, can they be brought into the organization without draining resources away from other critical areas? If the answer to both of these questions is no, move on to a more feasible project or reallocate resources. Rule #5: Always have a plan B. Before taking any risk, pretend that it has already failed, & brainstorm the reasons why. Then create a plan B & C, & D should any of those reasons come to pass. No matter how well planned, it’s the rare business initiative that unfolds exactly as expected. When you think about potential hurdles ahead of time, you prepare yourself & your team to deal with them effectively as they arise. Higher levels of risk is just one of the many things leaders have to addr

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Have you ever made a dumb management decision? One that seemed like a good idea at the time, but after it fell flat you looked back and wondered, “What was I thinking?” We all do this from time to time. But you may be surprised to learn that one cause of this particular human trait is rooted deep in our evolutionary past and in our brains. In fact, it has a lot to do with an evolutionary process we’re all familiar with – fight-or-flight. Modern research has discovered that humans apply our fight-or-flight reflexes not only to predators, but to data itself – a finding that has serious consequences for today’s business leaders. Any time you find yourself having a strong, instantaneous emotional reaction to an idea or a statement, pause and ask yourself: • Why am I reacting so strongly to this issue? • What is my underlying assumption or belief that is being challenged? • Is this assumption or belief still true? • What do I stand to lose by having my point of view challenged? • Is it time for me to update my thinking? We’re not going to change a million years of brain evolution overnight. But we can minimize the damage by becoming aware of when we’re in mental fight-or-flight, and then logically assessing our reaction. The more we practice pausing and evaluating our mental fight-or-flight responses, the more distance we can put between now and our most recent “What was I thinking?” decision.

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