Creative environments

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<ol><li> 1. INNOVATION: making an event out of it </li><li> 2. INTRODUCTION The purpose of this document is to sketch out a framework of thought around the notion of a custom environment designed to be the stage for creative meetings and innovation </li><li> 3. CONTEXT The internet area, co-working practices and mobility both physical and virtual, have afforded us now more than ever before access to each other through a number of communication channels, each differently suited to its purpose </li><li> 4. TECHNOLOGY Ubiquitous communication technology has eliminated the constraints of time and location with regards to ability and opportunity for interaction and knowledge exchange Yet this freedom has also diluted the significance of individual meeting moments and removed a natural sense of hierarchy, place, priority or joy (!) in the enacting of the meeting 50% 62% 55% 28% 34% 17%Working indepently Working with teams in the same function Working with teams in the same location Working with teams in different functions Working with teams in different locations Working with teams at other organizations </li><li> 5. PURPOSE With productivity, personal fulfillment as well as target-setting in mind, the true purpose of meetings is never clearly stated but often includes innovation, resolution and crisis management Increasingly innovation is seen as trigger and spark of business growth </li><li> 6. BEHAVIOUR The primary reason for meeting is however often forgotten. with company procedures, format, timetabling as well as pre-conceptions and expectations about what the nature, duration and objectives of the meeting should be, taking over and distracting us from our true intent </li><li> 7. SPACE The attributes of the environment are rarely acknowledged to be playing a role in shaping and supporting the meeting event Knowledge exchange and communication tend to inhabit the space provided as part of office infrastructure rather the space that would inspire best results SOCIALISATION Sharing and creating tacit knowledge through direct experience. Individual to Individual EXTERNALISATION Articulating tacit knowledge through dialog and reflection with the group. Individual to Group COMBINATION Systemising and applying explicit knowledge and information. Group to Group INTERNALISATION Learning and aquiring new tacit knowledge in practice. Internalising experience. Group &amp; Environment to Individual tacit tacit tacit tacit explicit explicit explicitexplicit </li><li> 8. PERFORMANCE Creative meeting is about achieving the potential of assembled participants Like a theatrical or musical performance it is a moment in time - a gig - the success of which depends on timing and effect. </li><li> 9. PARTICIPATION Involving all in a meeting is important, but, contrary to common belief, this need not be at all times all of the time Role playing is key to the allocation of parts or scripts in a well-run meeting </li><li> 10. ADDED VALUE Benefits of a successful meeting are partly derived from the enjoyment of the experience itself as well as from the eventual achievement of quantifiable outcomes </li><li> 11. MEETING TYPES A general way to categorise meetings easily is to distinguish between the two main group categories i.e. Process Meetings and Mission Meetings. Process Meetings for dealing with ongoing business processes. They are regular, same participants systemic, with focus on efficiency Mission Meetings for dealing with specific, often unforeseen events, issues, problems and opportunities. They are irregular, involve ad hoc group, opportunistic, with focus on creativity and innovation </li><li> 12. There is no such thing as a meeting, meetings can be defined by their intention and their function. Here are just a few key functions: Dialogue Discuss Debate Decide Devise Direct ICONS </li><li> 13. Definition - free exchange of ideas between two or more participants, Conditions - informal, eye-to-eye, no obstacles, comfort, human, lively Dialogue </li><li> 14. Definition - two or more people purposefully hammer out an idea or issue Conditions - high connectivity, good sightlines for whole group, focus, energy Discuss </li><li> 15. Definition - a form of confrontation between those proposing and opposing an idea in order to find a winner. Conditions - formal, two sides of the table, bi-cameral, high energy a creative confrontation Debate </li><li> 16. Definition - a meeting to bring a conversation to a close with definitive action Conditions - formal, efficient, no distraction. Decide </li><li> 17. Definition creative meeting to invent new ideas or approaches Conditions - open ended, playful, and organic. Furniture etc to facilitate creativity Devise </li><li> 18. Definition - operational meeting to direct the business, distribute information, delegate tasks Conditions - focus on meeting host, purposeful assemble, briefing, absorbing information easily Direct </li><li> 19. CONCLUSION The business of the future is a place of innovation. An environment which supports and facilitates events that are orchestrated and choreographed to yield the desired business outcomes Such an environment recognizes the distinct moments of creative interaction as they unfold and offers effective timely props for full effect It constitutes the alignment of built environment and business liturgy on an experiential level </li><li> 20. Great creative work is not about delivering what already is but about conjuring up what could be. Contact Details Address 4, Nothmoor Place Oxford OX2 6XB Email gboscherini@aol.com Telephone +44 (0)777 6231427 LinkedIn http://uk.linkedin.com/in/giuseppeboscherini/ Website www.boscherini.com Twitter @gboscherini </li></ol>

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