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Word Count: 496
In an article from Harvard Business Review entitled How BMW Turns Art into Profit Chris Bangle describes his goal to give the designers of this company direction and insight This skillful man has developed a procedure to keep two completely different departments of the company happy and successful Before Chris Bangle the designers of the company were left without a department head They needed a manager but most of all someone to support their ideas rather than put them down He first explains how he must notice the difference between the artists and the engineers He explains that artists see that perfection comes in stages On the contrary Engineers believe that perfection must be completed right the first time Chris Bangle believes that his designers are emotional and sensitive and tries to take that into consideration before reacting to a design He must also protect them from unintended sometimes hurtful criticism from others In order to do this he says that there must be a seperation between the two departments He monitors every entry into the design department walls off sensitive models and hangs signs around that state STOP NO ENTRY Engineers are also not allowed to enter unattended while the artists are at work In the design department each artist is in competition with the next which Bangle also has to deal with He sometimes lets the artists work in different environments away from BMW He also uses positive reinforcement and provides personal coaching This way there is no hard feelings when one design is chosen over another Chris Bangle also lets the artists play with expensive equipment to help them create new ideas Protecting the process itself is another way to help the product not to enter the engineering department too early He says there are three steps to do this successfully One is the understanding phase or acceptance of the idea they are working towards The second is the
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