Toward a Design Vocabulary for Management 197 one of progress, growth, and increase. In essence, if we strive for balance among valid competing tensions through the art of judgment, growth and progress will follow. But if we strive for growth and increase, we will undoubtedly create unbalanced, unsustainable organizational futures. We propose that a design attitude is the best way to accomplish Vickers's call for appreciative judgment in man- agement. One cannot separate values from language and language use. The language of decision and in- crease, which dominates in business and politics today, is inherently antagonistic to the language of design and balance. What is seen to be good by the one is seen to be bad by the other. Speed and decisiveness in approaching a problem are prized by a decision attitude, but they are carefully avoided by a design attitude. Sweeping in as many influences as possible in seeking a balanced design is seen as a good thing but is a tragic mistake for an efficient decision. We believe, as our colleague David Cooperrider has often said, that "words are fateful--words make worlds." This is an enduring theme of the sociological movement of the late twentieth century known as The Social Construction of Reality, from the classic book written by Peter Berger and Thomas Luckmann. At the same time, we know from the work of Ludwig Wittgenstein, perhaps the greatest modern philosopher, that words do not simply point to things, but are used by people to accomplish things in their everyday activity, or their forms of life. He referred to the process of using language in our forms of life as language games, and showed how words always have multiple meanings, which are always only found in their actual use. So we do not foolishly propose that adopting a few new words into the vocabulary of management will change behaviors, meanings, and outcomes by itself. Words must be used in action of a certain sort in order to be a part of change, and that is why we emphasize the importance of a design attitude to guide management problem solving. A new vocabulary plus a new attitude in use can exert a force for change, and that is what we hope to achieve with this book. The words we offer below are an initial design vocabulary for management. They highlight words that are in the chapters of this book, as well as words that were discussed