Study programme
Creation
The focus of this term is on imagination and meaning, sense-making and sense-giving, creativity and design, generative metaphor and high concept. In a creative process the companys DNA will be translated into a high-involvement experience concept. Knowledge and understanding of the creative process and management of creativity will be essential in this phase.
New perspective: How to create meaning and how to use the latest creative techniques and design methodology to get a grip on the companys DNA?
New creativity: How to make a company creative and how to manage creativity for lasting results?
New concept: Instruments to control the design tools and legal aspects of the experience concept.
Output: experience concept
Geoff Maree:
Essential for turning an organisational transformation into a success is the translation of strategic initiatives into an inspirational concept. Innovative managerial qualities and insights are needed. Understanding how to manage creativity and its basic processes is key. Interaction with fellow participants in idea-finding sessions fosters academic circumstances that enhance a good grip on creativity management. It also triggers the inspiring advantage of serendipity, since all participants respond from different backgrounds.
Creating exciting new concepts together can be very enjoyable. In addition, a deep understanding of the creative process and the quality of a high experience concept helps guarantee business transformation to take a root in the organisation. Participants in this course stated that they discovered new qualities within themselves that they are definitely going to use in their new approach in business.
Vincent Platenkamp:
The human animal tries to structure the chaos around him in search for shared meanings that form a self-evident background of the people concerned. Cultural contexts become interrelated webs of meanings (Geertz, C. 1993) in which individuals are born. In this course we will detect the contextual information that is hidden in these interrelated webs. We will do so by relating this information to an issue that has been labelled controversial in a business context.
For example, an airline company tries to do something about its image as a polluter and proposes to plant trees in China. The initiative emerges from a global situation of air pollution, but has to be related to a local cultural context. It becomes a challenge to understand the interrelated web of meanings of the Chinese context. Understanding these contexts of meaning is necessary in order to come up with more adequate interventions in business practices.
Caroline van den Brul:
I spent 25 years working as a television producer for the BBC, an organisation with a world class reputation for broadcasting. For many years, that reputation had relied on the contributions of a relatively small number of creative geniuses. But in times of rapid technological change, the ability to innovate and satisfy diverse audiences cannot be sustained by a few individuals having all the answers. The BBC had to change. We introduced a disciplined innovation process, encouraged collaboration across boundaries and found ways to provide better value to our audiences. As leader of the implementation of a number of these initiatives, my approach was to work with leaders across the business, to help them facilitate change and become catalysts for innovation and creativity. It is what I do now.
