Tools, events & projects Flanders DC - Lille 07.03.2011
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Transcript of Tools, events & projects Flanders DC - Lille 07.03.2011
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Lille 07/03/2011
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2
who
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making the entreprenerial class more creative
making the creative class
more entrepreneurial
stimulate entrepreneurial
creativity
2005: a new child was born
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4
a staged strategy
activate
inspire
create awareness
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5
towards different target groups
Policy makers
General Public
Companies
Education
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6
what
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A creative organisation
Individual
Team - Organisaton
Management
CREATIVE THINKING
PROFESSIONAL CREATIVITY FOR
CREATIVE PROCESSES
FRAMEWORK FOR CREATING A CREATIVE
ENVIRONMENT
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State of mind
Logic thinking• We think of terms of solutions
(A → B)• We are satisfied with 1
solution• We learn from the past• We immediately arrive at a
meaning• We choose the paths we know• We use patterns
State of mind
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9
"Aoccdrnig to a rseerach at Cmabrigde Uinervtisy, it deosn't mttaer in waht
oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is
bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a
wlohe.Amzanig huh?"
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Logic-creative duality
• Our brain is a great pattern creator
• A great pattern user
• But a bad pattern breaker
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Creativity definition
Creativity is the art of bursting through patterns, habits and certainties
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State of mind
Creative thinking• Solve daily problems• Use opportunities• Be different from the
competitor• Improve existing things• Inspire new ideas• Develop projects
State of mind
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When you always do what you’ve always done you will always get what you’ve always got !!
A. Einstein
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Perception
Postpone judgement
Think in alternatives
Associative thinking
Power of imagination
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Perception
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Postpone judgement
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Associative thinking
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Imagination
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Think in alternatives
Which of the following letters is different from the others and why?
A E I F U
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CAMPAIGN
Jij bent Flanders’ Future
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www.flandersdc.be/fellows
PROJECT
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Training: innovatiecoördinators
Sir Ken RobinsonDo schools today kill
creativity?
EVENT
Innovatie maakt school
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Eerste kindercongres in België
1400 12-jarigen in de Brabanthal
www.ikanda2010.be
EVENT
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Leonardo da Vinci mobility projects
www.flandersdc.be/i-creative
www.flandersdc.be/ipod
PROJECT
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EVENT Reverse Mission
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Inspiration tours
EVENTS
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EVENT
Creativity World Forum
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EVENTS
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Creative Tools project Last November the Creative Tools project was launched by Flanders DC together with CIDA, Chamber of Commerce of Terrassa and Creative Tampere.
This Leonardo da Vinci transfer of innovation project wants to address two subjects:1.How can you make the entrepreneurial class more creative 2.How can you make the creative class more entrepreneurial
www.thinkkit.eu
PROJECT
www.thinkkit.eu
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Goodies for the toolboxExperience-based business development Provide local and regional public sector business consultants with knowledge of and insight into creative business approaches and the dynamics of experience-based business development
Enable business consultants to support and inspire local companies to bringing creative approaches into the company, its marketing and product development processes.
www.exbased.eu
PROJECT
www.exbased.eu
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TOOL
www.flandersdc.be test your creativity
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TOOL
www.flandersdc.be/creatiefdenken
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TOOL
www.flandersdc.be/tools train jezelf online
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Creativity ClassPROJECT
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SOSideeACTIVAT
E
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PlatopeterschapPROJECT
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Bar d’officePROJECT
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A creative organisation
Team - Organisaton
Management
PROFESSIONAL CREATIVITY FOR
CREATIVE PROCESSES
Individual
CREATIVE THINKING
FRAMEWORK FOR CREATING A CREATIVE
ENVIRONMENT
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a creative proces
diverge converge
start
qualityimagination
intuitionwild
diversity
qualityjudgement
logicsystematicconsistence
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Prepare the sessionDefine the key problem •The session’s subject should be a clear-cut, open and action oriented question.
•The best thing is to start the question with ‘How can we …? For example: How can we, as ‘X’, respond to trends and developments we see? Think about new products, services, processes, organization, technology, marketing, et cetera.’
•Define the key question together with the client.
•Choose a time horizon: 2020, 2030, etc.
•Collect information (texts, images) with regards to the sector/domain
•Make a mindmap to make some associations for the sector/technology
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Prepare the session
Choose the participants •Keep in mind that different points of view are more likely to generate refreshing ideas than similar ones. So select the participants from different departments and functions within your organisation.
•You should also invite external participants, like customers, suppliers and knowledge centres. They might bring different perspectives.
•A good ratio is 1/3 external people and 2/3 staff members
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Brainstorming rules
• POSTPONE YOUR JUDGEMENT
• OPENNESS AND ENTHUSIASM
• SHOW INTEREST FOR NAÏVE
IDEAS
• NO STATUS OR ARROGANCE
• PIGGY-BACKING ON IDEAS OF
OTHERS
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Selecting ideas
Tips for choosing•Keep an eye on the target•Think always in opportunities•Use your heart as well as your head•Trust you intuition•Choose those ideas that give you energy•Don’t forget the wild card!
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Selecting ideas
Step 1: Red & Yellow selection• Give every team 16 voting stickers: 8 red ones and 8 yellow ones. If
there are more then 120 ideas on the board, distribute up to 10 stickers of each colour.
• The stickers should be used to vote on the ideas the teams really
would like to see realised. The red stickers are to be used for creative ideas realisable in the short term, yellow stickers for creative ideas realisable in the long term.
• Tell the teams to stick a maximum of 2 stickers on 1 idea. Spread the votes over different ideas as much as possible. All stickers should be used!
• Ask the pairs to stand up and walk around the table. While choosing they should pay close attention to:
• Make courageous choices • Trust your intuition • Choose ideas that give you energy
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Selecting ideas
Step1: Red & Yellow selectionEach pair selects 5-8 red ideas: good ideas you can work on in short term
Each pair selects 5-8 yellow ideas: good ideas for the future
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Selecting ideas
Step 1: Red & Yellow selection
• Ask someone to read out loud the voted ideas. Start with the most popular ideas.
• Write them down on the flipchart: use one side for red ideas and the other one for yellow ideas. Write down at least 12 and at most 20 ideas.
• Quickly ask whether anyone wants to use a wildcard: an idea that definitely should have been chosen but was not.
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Selecting ideas
Step 2: Syntegrate• Join some of the ideas together on the flipchart in consultation with the
participants. Use a different colour of marker.
+ + =
+ =
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Selecting ideas
Step 3: Select• Number all ideas. • All participants get one
minute to draw up their top 3 ideas. At the end ask everyone to share their top ideas and make a general top 3/4/5…
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Elaborating ideasProject plan• Divide the top 3/4/… ideas
among the group (3 to 4 groups depending on the number). Obviously, if there are several ideas that have received a lot of votes, more then 3 ideas can be worked up.
• Every group gets a template of the project filing card and a flipchart paper to prepare the presentation.
• The teams fill in the project plan and think of a way to sell the idea to the group.
• Every team gets 2 minutes to present its ideas.
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GPS for Enterprises is a simple but effective brainstorming method to generate ideas. In a group, you can explore ways in which your company, school or association can react to future trends and developments.
TOOL www.gpsvoorondernemingen.be
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TOOL
Brainstormwaaier
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1. Refining
Refining is a quick and easy technique if you want to change something about a product or service. Use it alone or in a group.
• Substitute: Can we replace our product or a part of it? • Combine: Can we make new combinations? • Adapt: Can we change the shape of our product, give it a different
colour or change the time slot? • Maximise/Minimise: Can we enlarge the product? Make it lighter? Offer
it more often? • Put to other use: Can we give our product a new purpose or can we
create a new target group? • Eliminate: Can we leave out certain parts or functions? • Rearrange: Can we give the product a different composition, turn it
upside down or rearrange the order?
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2. Quick storm• Choose two key words from your problem formulation. • Make a list of 10 specific characteristics for each word. • Combine associations from one list with the other. • Think up new ideas from here.
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3. Negative brainstormA negative technique with positive results: this
‘upside-down brainstorm’ is easy to do either alone or in a group.
• Work on an issue until you utterly and truly run out of ideas.
• Then come up with as many reasons as possible why the problem can’t be solved.
• Keep on going. Use your imagination and exaggerate.
• Turn each reason around. Ask yourself how it could be possible. Create opportunities instead of obstacles.
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4. Flower associationFlower association is a slightly
more difficult yet extremely useful brainstorming technique. It allows you to distance yourself from the problem, providing room for creativity.• In the middle of a large sheet of paper,
write down the most important word concerning the issue at hand.
• Begin associating and arrange the new ideas around the word like flower petals.
• Use the new words as a second starting point for more associations. Continue as long as you want.
• Choose one word as inspiration to find new solutions to your problem.
• Repeat this with the other words.
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5. Inspired by natureThis brainstorming technique is slightly
more difficult, but it is quite a good one. It’s also an excellent technique to encourage out-of-the-box thinking. Best in a group.
• On a big piece of paper, write the name of an animal -- any animal.
• Jot down 8 to 10 words that you associate with that animal.
• Choose one of the words. Use this word as inspiration to find new solutions to your problem.
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TOOL
Inspiradar
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TOOL
www.flandersdc.be/checklist
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59
www.debedenkers.be
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A creative organisation
Individual
Team - Organisaton
Management
CREATIVE THINKING
PROFESSIONAL CREATIVITY FOR
CREATIVE PROCESSES
FRAMEWORK FOR CREATING A CREATIVE
ENVIRONMENT
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Creativity should be imbedded in organisation
Str
ateg
y
People & Organisation
Processes
Infrastructure
Structural②
Specific creative paths
①
What do w
e want t
o get out
of our in
novation?
How do we find and develop ideas?
Which budgets,
systems, machines,
spaces,… hdo we
need to innovate?
What should we do to use the creative
potential of our people?
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TOOL
Innovix
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TOOL Product leadership tool
It is a benchmarking instrument that compares how well a company scores in relation to others in the same industry.
It also shows how processes are set in the company in order to encourage innovation.
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TOOL
HR Tools
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TOOL
www.flandersdc.be/teamscan
Competentietest tells you if you have the right competences jn your team.
Tevredenheidstest tells you how satisfied you are about atmosphere, leadership and results of a team.
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Artisists, wild goose
Companies from other sectors
Clients
Supplers
Knowledge institutions
Colleagues
Extern③
Structureel②
Creativity should be imbedded in organisation
Str
ateg
y
People & Organisation
Processes
Infrastructure
Structural②
Specific creative paths
①
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TOOL
www.flandersdc.be/web2.0
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68
how
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Lessons learned
1. Good, Balanced Team
2. Support Of The Government
3. Taking Creativity Seriously
4. Make The Business Community See The Benefit
5. Target also Education & Public at large
6. Partners
7. Communicate, Communicate, Communicate