Design Thinking For Educational Technology Stefanie Panke
Design thinking is a problem solving method geared to overcome wicked problems, that have no right or wrong solution and resist traditional scientific and engineering approaches. During the design thinking process, the facilitator encourages participants to see constraints as inspiration. The results are typically not directed toward a technological “quick fix” but toward new integration of signs, things, actions, and environments. Developing university websites and stewarding educational technology projects is one such challenge that can benefit greatly from applying design thinking principles and processes.
Design Thinking For Intergroup Empathy: Creative Techniques in Higher EducationStefanie Panke
The session discusses design thinking as a conceptual framework and methodological approach for fostering discussion and facilitating ideas that promote intergroup empathy. I provide a theoretical overview of design thinking and related approaches to then discusses two case studies. I give a detailed overview of workshop concept, workshop results and workshop evaluation data. Practitioners will find this presentation a valuable source for design thinking ideas and material. Researchers can use the analysis as a starting point for further investigating the effectiveness of design thinking.
Design Thinking For Educational Technology Stefanie Panke
Design thinking is a problem solving method geared to overcome wicked problems, that have no right or wrong solution and resist traditional scientific and engineering approaches. During the design thinking process, the facilitator encourages participants to see constraints as inspiration. The results are typically not directed toward a technological “quick fix” but toward new integration of signs, things, actions, and environments. Developing university websites and stewarding educational technology projects is one such challenge that can benefit greatly from applying design thinking principles and processes.
Design Thinking For Intergroup Empathy: Creative Techniques in Higher EducationStefanie Panke
The session discusses design thinking as a conceptual framework and methodological approach for fostering discussion and facilitating ideas that promote intergroup empathy. I provide a theoretical overview of design thinking and related approaches to then discusses two case studies. I give a detailed overview of workshop concept, workshop results and workshop evaluation data. Practitioners will find this presentation a valuable source for design thinking ideas and material. Researchers can use the analysis as a starting point for further investigating the effectiveness of design thinking.
IDEO is a global design company that creates positive impact through design. David Kelley, Bill Moggridge, & Mike Nuttall merged their companies to make IDEO.
IA Summit:"How Do You Make the Good Great? A Case Study on Redesigning the Un...Jackie Wolf
Presentation at IA Summit 2017 in Vancouver, Canada.
Video: https://blueprintdigital.com/ia-summit-2017/kelly-davenport-jackie-wolf/
After a major overhaul three years ago, the University of Michigan Medical School’s flagship website for prospective students was getting glowing feedback. Great news, right? But … now what? What comes after “good”?
This talk presents a case study of how we dug in to a new round of user research to deepen our understanding of the application journey of prospective medical students and present the next iteration of an already successful site.
With the journalist’s question of “what did you know, when?” we mapped the information-seeking behavior of prospective students, and learned how the lens of time could give us new insights into how to organize and present information to users.
Lessons Learned in Marketing and Communications from across the Ashoka U NetworkEm Havens
Lessons Learned in Marketing and Communications from across the Ashoka U Network
A continuation of last year's PR Network Launch, Ashoka U was thrilled to host our second Marketing & Communication Webinar to showcase learnings, successes, & bright spots within our Changemaker Campus Network on August 14, 2014. Open to our entire extended community, we brought folks together who came ready to learn, engage & get inspired!
Brief Agenda
I. Welcome & Introductions
II. Updates from the Ashoka U PR Network
III. Exploring Themes: A Shared Language- What does Social Innovation mean on your Changemaker Campus?
IV. Introduction to Featured Projects from Changemaker Campus Leaders at PSU, Brown & UDEM
IV. Featured Projects:
1. Getting Resourceful with the Elevating Impact Summit & Website development, Presented by Christina Williams & Cindy Cooper, Portland State University
2. Student-powered storytelling: How do you enable changemakers to create and harness the power of their own stories?, Presented by Alex Braunstein, Brown University
3. Integrating the Changemaker Brand into the History and Philosophy of your Institution, Presented by Guillermo Zenizo Lindsey, Universidad de Monterrey
V. Q&A and Conversation
VI. Conclusion & Next steps
Open Innovation, Business Model Innovation, Lean InnovationGino Tocchetti
APRIRSI PER INNOVARSI: i vantaggi per le aziende -
Workshop organizzato da TasLab, nell'ambito del Progetto CentraLab -
Sede della Provincia Autonoma di Trento, Sala Wolf, 12/6/14 -
#aprirsixinnovare
Updated workshop presentation as presented in Ottawa, ON on April 19th. This presentation is a guide to crowdsourcing and citizen engagement for organizations from a variety of types. Also presented was the Ideavibes Crowd Engagement Platform.
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
IDEO is a global design company that creates positive impact through design. David Kelley, Bill Moggridge, & Mike Nuttall merged their companies to make IDEO.
IA Summit:"How Do You Make the Good Great? A Case Study on Redesigning the Un...Jackie Wolf
Presentation at IA Summit 2017 in Vancouver, Canada.
Video: https://blueprintdigital.com/ia-summit-2017/kelly-davenport-jackie-wolf/
After a major overhaul three years ago, the University of Michigan Medical School’s flagship website for prospective students was getting glowing feedback. Great news, right? But … now what? What comes after “good”?
This talk presents a case study of how we dug in to a new round of user research to deepen our understanding of the application journey of prospective medical students and present the next iteration of an already successful site.
With the journalist’s question of “what did you know, when?” we mapped the information-seeking behavior of prospective students, and learned how the lens of time could give us new insights into how to organize and present information to users.
Lessons Learned in Marketing and Communications from across the Ashoka U NetworkEm Havens
Lessons Learned in Marketing and Communications from across the Ashoka U Network
A continuation of last year's PR Network Launch, Ashoka U was thrilled to host our second Marketing & Communication Webinar to showcase learnings, successes, & bright spots within our Changemaker Campus Network on August 14, 2014. Open to our entire extended community, we brought folks together who came ready to learn, engage & get inspired!
Brief Agenda
I. Welcome & Introductions
II. Updates from the Ashoka U PR Network
III. Exploring Themes: A Shared Language- What does Social Innovation mean on your Changemaker Campus?
IV. Introduction to Featured Projects from Changemaker Campus Leaders at PSU, Brown & UDEM
IV. Featured Projects:
1. Getting Resourceful with the Elevating Impact Summit & Website development, Presented by Christina Williams & Cindy Cooper, Portland State University
2. Student-powered storytelling: How do you enable changemakers to create and harness the power of their own stories?, Presented by Alex Braunstein, Brown University
3. Integrating the Changemaker Brand into the History and Philosophy of your Institution, Presented by Guillermo Zenizo Lindsey, Universidad de Monterrey
V. Q&A and Conversation
VI. Conclusion & Next steps
Open Innovation, Business Model Innovation, Lean InnovationGino Tocchetti
APRIRSI PER INNOVARSI: i vantaggi per le aziende -
Workshop organizzato da TasLab, nell'ambito del Progetto CentraLab -
Sede della Provincia Autonoma di Trento, Sala Wolf, 12/6/14 -
#aprirsixinnovare
Updated workshop presentation as presented in Ottawa, ON on April 19th. This presentation is a guide to crowdsourcing and citizen engagement for organizations from a variety of types. Also presented was the Ideavibes Crowd Engagement Platform.
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
Cambridge Social Innovation Presentation social innovation meetup [autosaved]Jeanette Sjoberg
+Acumen is the largest social sector online learning platform in the world. The Cambridge Social Innovation Hub was founded to create space for social entrepreneurs to learn skills that help serve themselves and people better. This presentation was given to another meetup group in Cambridge, CamCreatives, to showcase the last course we ran - "Human Centred Design for Social Innovation" - a creative and collaborative problem solving technique that promotes divergent and convergent thinking, contribution from interdisciplinary skilled people (complete strangers) and a chosen design challenge where a product or service is always developed on the back of the course. It's all about mindsets and moving from a fixed mindset to a growth mindset, empowering people. Anyone can be a change maker and anyone can be a social entrepreneur. An entrepreneur is someone that creates opportunities from resources that are already available. A social entrepreneur is one that additionally aims and delivers social impact.
Creating a Culture of Innovation (in Libraries)M.J. D'Elia
My slides for a short talk on creating a culture of innovation in Libraries delivered at the ARL Membership Meeting in Washington, DC (Oct 8, 2014). Observations fall into three categories: Platforms, People and Practice - with a dash of Persistence. Note: I'm not sure if the slides will make sense on their own!
Marketing Innovation: Keys to Open Innovation SuccessIHS Goldfire
To build a groundswell of awareness, support and demand for your innovation initiatives - you need to establish a strong internal communications program.
How to design Human Interactions? What are the tools of Event Experience Design? Take a look behind the process and explore how collaborative experiences are designed.
My work as a design researcher/strategist. This includes projects where I played multiple hats, including design research.
Emphasis is on the way research tangibles are catalysts for teams to make decisions at different points in the design process.
Similar to Corporate Communications Today, Course Module 4: Innovation Management (20)
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2. Course Modules
CM 5
Knowledge
CM 4
Innovation
CM 2
Collaboration
CM 3
„Marketing“
CM 1
Social Media
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 2
CM 6
Web Society
3. Collaboration within the company
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 3
4. Information and Communication within the company
Innovation
Management
Organizational
Learning
Idea
Management
Knowledge
Management
• Information and communication
are the keys to competitive
advantages.
• Ideas are the basis for
innovation.
• Ideas need a knowledge base.
• Innovations lead to learning and
to new knowledge.
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 4
5. Collaboration approaches: internal – external?
Innovation Management
Knowledge Management
Collaborative creativity
Project support
Organizational Learning
Complaints: ideas and problems
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 5
6. Collaborative creativity?
blog.fashionfreax.net
"There's only one way: There will be no
discussion (...) design, image, advertising, shop
window - I'm doing everything"
(FAS from 13.3.2011, p. 54).
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 6
7. Creativity
Creativity is the contextual potential for meaningful novelty which
unfolds in action, in searching and work of individuals on a problem or a
matching result.
(Sonnenberg 2007, p.72)
Ego strength
• self-confidence
• nonconformism
divergent
thinking
convergent
thinking
Sensibility
• openness
• tolerance for conflict and
frustration
Intuition
• spontaneity
• tolerance for risk
Interest in complexity
• reflexivity
• endurance
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 7
8. Creativity – collaborative?
The competition between organizations will take place
increasingly based on creativity.
(e.g. Burnside 1990, Kratzer et al. 2004)
„Divison of labour is inherently counter-creative“
(Andersson 1997)
A heterogeneous group with common visions leads to potentially
higher creative potential.
(Posts combination model: Nijstadt, Paulus 2003, Creative field: Burrow 1999)
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 8
9. Collaborative creativity - approaches in idea management
systems
innovators/objectors
maverick/logician
newcomer/older ones
heterogeneous teams
different experiences
weak ties
reunite experiences
turn upside down
reunite ideas
creativity techniques
explain perspective
adopt perspective
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 9
10. Idea platform: example – HYVE IdeaNet
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 10
11. Example Hype - Home
Currently running idea campaigns,
in which I can participate.
The latest submitted ideas
that make me curious.
The most popular
ideas that I can
evaluate and
discuss.
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 11
Overview:
Idea „portfolio“
idea exploration
12. I can see how far my idea has
come in the selection process.
idea evaluation
I can format my
idea description
with MS Word-like
tools.
I can attach
pictures and
documents.
My idea is evaluated
according to standardized
criteria, which are specific
to my organization.
idea screening
idea generation
The system alerted
me to similar ideas,
so I can come into
contact with the idea
originator.
I can see when my
boss looked at my idea
last night.
idea networking
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 12
13. I can see how far my idea has
come in the selection process.
idea evaluation
idea generation
I can format my
idea description
with MS Word-like
tools.
Focus:
The system alerted
me to similar ideas,
so I can come into
contact with the idea
originator.
Support of Phases of the Creativity
I can attach
pictures and
documents.
evaluated
prozcess My ideatoadditive collaboration
with is standardized
according
criteria, which are specific
to my organization.
and review
idea screening
I can see when my
boss looked at my idea
last night.
idea networking
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 13
14. Idea Management Systems
Current creativity techniques and idea
management systems reflect the prevailing
research with an american, individualistic
embossing.
They provide little empirical evidence for
the advantages of real collaborative
creativity.
(Hennesey/Amabile 2007)
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 14
15. Synergetic cooperation!
As strange as it may seem: None of the
four has come close to the musical and
artistic level of the Beatles as a solo artist.
(Benzinger, 2001, S. 37)
various roles
multi sociation
Group Flow
change of perspective
reciprocal challenge
rooms/situations
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 15
16. Virtual spaces for collaboration
Discovery-Stream
Activities-Stream
Tagging
associate with people
from persons,
activities,
discoveries,
ideas, …
social tagging
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 16
17. Virtual spaces for collaboration
Discovery-Stream
Activities-Stream
• other perspectives
• new ideas
• new links
collabo
ration
child
hands
helping
associate with people
social tagging
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 17
18. Encounter² – to make collaboration visible
Who does what?
Who knows whom?
Interact
What's new?
What is interesting?
Which topics are hot?
Who is working on them?
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 18
19. Collaboration approaches: internal – external?
Innovation Management
Knowledge Management
Collaborative creativity
Project support
Organizational Learning
Complaints: ideas and problems
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 19
20. Innovation and creativity with customers
80% of the innovations which are developed by a
company on her own are not successful. By contrast
80% of the innovations initiated by customers
succeed.
(Robert G. Cooper 2010)
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 20
21. Open Innovation – University of Oregon
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 21
22. Innovation models by Chesbrough
Closed Innovation Model
company boundaries
Open Innovation Model
company boundaries
new market
ideas
research
existing market
development
existing market
ideas
research
development
Chesbrough, 2003
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 22
23. WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 23
Idea Management Systems
Innovation market places
Communitys
Innovation competitions
Toolkits
Lead-User-Method
Instruments
25. Iterative process of problem solving
traditional
innovation process
First (temporary)
developments
Customer as a product
developer / innovator
Producer
First( temporary)
developments
interface
design
design
iterations
construction (prototypes)
construction (prototypes)
interface
test (feedback)
test (feedback)
Customer
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 25
Thomke/von
Hippel, 2002
26. Open Innovation: Innovation platform
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 26
28. Evaluation - single customer
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 28
29. Evaluation - Review
Estimate popular
opinions
Prediction market?
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 29
30. Idea competitions
Typical problems:
• Lack of motivation
• Lack of „quality“
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 30
31. Research project: Gaming as a collaboration mechanism
game points
virtual identity
social points
Increase motivation
reedemable points
stories
game mechanisms
Increase creativity
exchange
levels
collect
leaderboards
WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 31