Learning region platform_for_competitiveness_and_innovationDr. Amit Kapoor
Rauli Sorvari from TCI The Competitiveness Institute and EduCluster Network presented on developing a learning region platform for competitiveness, innovation, and clusters. He discussed moving from a micro-economic view of competitiveness to considering four dimensions: the economy and regional ecosystem; enterprises and organizations; business and working life; and individuals and people. Regional development now requires joint will among key players, breaking borders between organizations, and adopting a learning mindset guided by market forces. Clustering depends on leveraging regional resources like infrastructure, enterprises, human capital, and social capital through networking and an entrepreneurial culture. Developing flow in regional dialogue can generate competitiveness and innovation by strengthening community and networks, knowledge management and information
How can we encourage the development of an innovative New Media economy in the Valley that encourages small business growth? Paul will introduce us to the proven pillars of open entrepreneurial ecosystems and walk us through a discussion about what this model may look like here.
Fatih Poyraz MUSIAD Vision in Vocational Education Presentation Yaounde Camer...Fatih Poyraz
This presentation is about the vision of MUSIAD-Müstakil Sanayici ve İş Adamları Derneği/Independant Inddustrialists and Businessmen Association on Vocational Education.
This document defines edupreneurs as educational entrepreneurs who plan, open, and operate educational services and institutions, both for profit and non-profit. It discusses how edupreneurs have been discussed in academia for over 25 years, especially in developed countries. The document then provides more context on the definition and history of entrepreneurs and how edupreneurs specifically organize and manage educational enterprises while navigating risks. It notes India's need for more edupreneurs to equitably distribute education services and classify types of edupreneurs as public or private. In closing, it outlines 10 key traits of successful edupreneurs.
TCIOceania16 Fostering Innovation, Ecosystems and EntrepreneurshipTCI Network
The document discusses fostering innovation, ecosystems, and entrepreneurship. It begins by looking at how clusters and entrepreneurship are linked, and defines an entrepreneurial ecosystem as a set of interconnected entrepreneurial actors, organizations, institutions, and processes. It then examines the case study of Adelaide, Australia's entrepreneurial ecosystem by mapping its components and categories of support. Research on 43 entrepreneurs in the ecosystem found most were in service sectors and valued community and networking supports the most. The document concludes by proposing a model for evaluating entrepreneurial ecosystems based on relevance, accessibility, strength, and continuity of support.
Peranan perbankan dalam bisnis animasi - surabayaCahyo Darujati
Ibu Rina Novita adalah partner UpinIpin di Indonesia, Beliau berbagi informasi pada acara "Peranan Perbankan dalam bidang Animasi" yang diselenggarakan Kemenparkraf di Surabaya.
Beberapa pelajaran berharga dari beliau:
1. Niat baik pada usaha yang dijalankan.
2. Perlu perencanaan yang baik dalam membangun bisnis animasi.
3. Tayangan Upin-Ipin di TV tidak menguntungkan secara finansial langsung, tetapi tempat promo yang hebat.
4. Baca slidenya ya :-D
E cells in various engineering colleges in IndiaNavneet Bhargav
1. Entrepreneurship cells (E-cells) are established in many Indian colleges to promote entrepreneurship and provide support activities for students.
2. E-cells organize various events like workshops, competitions and seminars to encourage students to develop business ideas and connect with mentors and investors.
3. Some top E-cells mentioned are from IIT Kharagpur, MNIT Jaipur and SKIT Jaipur which organize diverse programs and have helped mentor successful student startups.
Learning region platform_for_competitiveness_and_innovationDr. Amit Kapoor
Rauli Sorvari from TCI The Competitiveness Institute and EduCluster Network presented on developing a learning region platform for competitiveness, innovation, and clusters. He discussed moving from a micro-economic view of competitiveness to considering four dimensions: the economy and regional ecosystem; enterprises and organizations; business and working life; and individuals and people. Regional development now requires joint will among key players, breaking borders between organizations, and adopting a learning mindset guided by market forces. Clustering depends on leveraging regional resources like infrastructure, enterprises, human capital, and social capital through networking and an entrepreneurial culture. Developing flow in regional dialogue can generate competitiveness and innovation by strengthening community and networks, knowledge management and information
How can we encourage the development of an innovative New Media economy in the Valley that encourages small business growth? Paul will introduce us to the proven pillars of open entrepreneurial ecosystems and walk us through a discussion about what this model may look like here.
Fatih Poyraz MUSIAD Vision in Vocational Education Presentation Yaounde Camer...Fatih Poyraz
This presentation is about the vision of MUSIAD-Müstakil Sanayici ve İş Adamları Derneği/Independant Inddustrialists and Businessmen Association on Vocational Education.
This document defines edupreneurs as educational entrepreneurs who plan, open, and operate educational services and institutions, both for profit and non-profit. It discusses how edupreneurs have been discussed in academia for over 25 years, especially in developed countries. The document then provides more context on the definition and history of entrepreneurs and how edupreneurs specifically organize and manage educational enterprises while navigating risks. It notes India's need for more edupreneurs to equitably distribute education services and classify types of edupreneurs as public or private. In closing, it outlines 10 key traits of successful edupreneurs.
TCIOceania16 Fostering Innovation, Ecosystems and EntrepreneurshipTCI Network
The document discusses fostering innovation, ecosystems, and entrepreneurship. It begins by looking at how clusters and entrepreneurship are linked, and defines an entrepreneurial ecosystem as a set of interconnected entrepreneurial actors, organizations, institutions, and processes. It then examines the case study of Adelaide, Australia's entrepreneurial ecosystem by mapping its components and categories of support. Research on 43 entrepreneurs in the ecosystem found most were in service sectors and valued community and networking supports the most. The document concludes by proposing a model for evaluating entrepreneurial ecosystems based on relevance, accessibility, strength, and continuity of support.
Peranan perbankan dalam bisnis animasi - surabayaCahyo Darujati
Ibu Rina Novita adalah partner UpinIpin di Indonesia, Beliau berbagi informasi pada acara "Peranan Perbankan dalam bidang Animasi" yang diselenggarakan Kemenparkraf di Surabaya.
Beberapa pelajaran berharga dari beliau:
1. Niat baik pada usaha yang dijalankan.
2. Perlu perencanaan yang baik dalam membangun bisnis animasi.
3. Tayangan Upin-Ipin di TV tidak menguntungkan secara finansial langsung, tetapi tempat promo yang hebat.
4. Baca slidenya ya :-D
E cells in various engineering colleges in IndiaNavneet Bhargav
1. Entrepreneurship cells (E-cells) are established in many Indian colleges to promote entrepreneurship and provide support activities for students.
2. E-cells organize various events like workshops, competitions and seminars to encourage students to develop business ideas and connect with mentors and investors.
3. Some top E-cells mentioned are from IIT Kharagpur, MNIT Jaipur and SKIT Jaipur which organize diverse programs and have helped mentor successful student startups.
Need of Incubation centre and technology partners for educational institutions Shrihari Shrihari
This document discusses the need for innovation cells and technology partners at educational institutions. It outlines the functions of an innovation cell in guiding policy, conducting initiatives, and tracking progress. It differentiates between jugaad, innovation, and startups. It describes how incubation centers support entrepreneurs through facilities, funding, networking and mentoring. It provides examples of successful startups from IITs and other institutions. The document proposes setting up tinkering labs, ideation to product development processes, and partnering with technology companies. It shares case studies and outlines an innovation and startup policy for an educational institution.
iMET is set to be a global community to develop, promote and encourage innovation, Mentorship, Entrepreneurship and Talent building with Practitioner’s or Doer’s perspective.
iMET activities thus enables an ecosystem of, for and by the professionals to participate, educate, incubate, collaborate and co-exist to make each other successful.
Industry Interface Program in Sundernagar Himachal Pradesh by iMET Global and Censud.
Global first "World's Integrated Stock Exchange (WISE) with Strategic, Script...Johnny Moi
The document proposes the creation of the World's Integrated Stock Exchange (WISE) Academy to promote responsible, faith-based, and technology-driven approaches to stock exchanges. The WISE Academy would include four core academies focused on an integrated stock exchange, an Islamic social stock exchange, a Christian social stock exchange, and an AI social stock exchange. It would leverage strategic, scriptural, technology, ESG, and AI frameworks to educate people and innovate stock exchange operations globally through various professional programs and events. The founder believes this values-aligned approach can benefit investors and society by unlocking wisdom and potential at a large scale. An initial investment of $250,000 is requested to launch the four academies and their
This document discusses challenges facing young people entering the 21st century workforce. It notes that 65% of today's primary school children will work in jobs that don't yet exist. Many current jobs will be replaced by computers and robots, including middle managers, salespeople, accountants, drivers, and cashiers. The skills needed for future jobs include creativity, social skills, and coding ability. Universities are changing to emphasize hybrid skills combining arts and STEM. They are focusing more on experiential learning like labs and incubators to develop skills like entrepreneurship that machines cannot replicate. The key is teaching students to be autonomous learners who can discover and research solutions themselves.
The document outlines key factors for building an innovative entrepreneurial hub. It discusses four main support structures needed: 1) attracting smart entrepreneurs through policies that make it easy to start businesses and protecting intellectual property, 2) partnering with technical universities to promote innovation and generate talent, 3) developing venture capital funding through initial government support and encouraging private investment, and 4) establishing tech incubators to help startups commercialize ideas and link them with investors. The entrepreneurial hub aims to foster a community where entrepreneurs can easily connect with each other and resources to help new businesses launch and grow.
SOCIAL INNOVATION LABs-en (Dr Atef Elshabrawy for SIE)atef Elshabrawy
The document discusses social innovation labs and their role in tackling complex social issues. It proposes a series of lab programs to help develop social entrepreneurs and innovations. The first program discussed is a Social Innovation Lab that would help participants: 1) uncover pressing social problems in their community; 2) ideate possible solutions; 3) prototype early solutions; and 4) launch ideas to attract support. The goal is to enhance participants' awareness of social issues and ability to create innovative social business initiatives to address challenges. The labs would use design thinking methods and business modeling tools to prototype solutions.
NeoCogs is an innovation consulting firm founded in 2011 that helps medium to large organizations foster a culture of foresight and innovation. The firm believes that harnessing an organization's human and financial assets can drive business growth. NeoCogs' Dual Cycle Model of innovation proposes that great organizations develop a continuous ability to regenerate strategies by challenging assumptions and reinventing industries, as opposed to just improving processes like good organizations. The model involves two cycles - an existing cycle of incremental improvement and a new cycle of transformational change. NeoCogs offers programs to help organizations assess their innovation potential and develop frameworks to embed strategic foresight using the Dual Cycle Model. Case studies demonstrate how the firm has helped companies form innovation
The document discusses fostering innovation and entrepreneurship through higher education. It outlines challenges facing college presidents, such as decreasing state aid and union issues. The presentation introduces entrepreneurial concepts like effectuation and leveraging contingencies. It proposes a "Presidents' Pledge" where college leaders commit to expanding entrepreneurship programs through teams, partnerships, and promoting their efforts. Attendees then discuss challenges and potential solutions applying an entrepreneurial mindset.
The role of creativity in entrepreneurship goodJatindra Malik
This document discusses creativity and entrepreneurship. It defines creativity and explores its relationship to innovation and entrepreneurship. Educational institutions play an important role in nurturing creativity and entrepreneurial skills. Developing countries are working to encourage entrepreneurship through programs that develop these skills. The document recommends techniques to incorporate into entrepreneurship education programs to foster creativity, such as encouraging challenging thinking, activity-based projects, teamwork, and using technology tools.
Tapping the world's innovation hot spots presented by naval bhushaniaNaval Bhushania
The document discusses four models of global innovation:
1. The Focused Factory - Countries like Denmark and Singapore that focus resources and infrastructure in specific industry clusters to drive innovation.
2. Brute Force - Countries like China and India that benefit from large, low-cost labor pools and rely on the "law of averages" to produce innovation through sheer numbers of researchers.
3. Hollyworld - Countries like India and Singapore that attract talented individuals and aim to develop attractive innovation hubs, similar to Silicon Valley.
4. Large-Scale Ecosystems - Countries like Finland that support end-to-end innovation systems through research institutions, academia, funding bodies, and other organizations within self
The document discusses the relationship between innovation and prosperity. It argues that innovation drives productivity, which builds competitiveness and leads to prosperity. However, most people prefer to operate safely within existing ways of thinking represented by "the box." True innovation requires embracing risk, being accountable, and getting rid of the box. Emerging markets face challenges to innovation like lack of education and infrastructure, but can promote prosperity through national innovation strategies, business development, research and financing to support targeted industries. Innovation clusters are also discussed as ecosystems connecting individuals and organizations to implement innovative ideas and plans.
Entrepreneurship Journey: GCEE summit member presentations 2012Wael Badawy
- The University of Umm Al-Qura (UQU) was established in 1949 in Makkah, Saudi Arabia and has 32 colleges, 6 institutes, and over 73,000 students and 3,886 faculty members.
- UQU's vision is to become a world authority in Islamic studies and Arabic, a reference for developing Makkah, and facilitate innovation according to world standards.
- The Vice President for Business and Innovation was established in 2010 to lead knowledge-based economic development and transfer university knowledge. It includes institutes for research, innovation/entrepreneurship, and an intellectual property unit.
- The innovation institute promotes entrepreneurship and supports startups through business incubators, while
2013 MBAA/NAMS presentation, "Being Chinese: A Reflective Study of Foreign Multinational Corporations' Sustainable Development and Global Talent Programs in China. Maria Lai-Ling Lam, Malone University
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
The document outlines the vision and activities of the Entrepreneurship Club at HBTI Kanpur. The club aims to provide a platform for students with startup ideas to access resources and investors. It hopes to develop entrepreneurial skills in students to help them compete nationally and internationally. The club plans to organize business plan competitions, group discussions, presentations and other activities to promote entrepreneurship. It highlights two successful alumni entrepreneurs who started prominent Indian companies. The club seeks to encourage social entrepreneurship and hopes its efforts will boost the local entrepreneurial ecosystem.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Creativity is vital for entrepreneurship and can be developed through education and nurturing creative thinking techniques. While creativity leads to innovation, entrepreneurship harnesses innovation to create new economic or social value. Developing countries have implemented entrepreneurship development programs to accelerate industrialization, provide employment, and function as "schools for entrepreneurs". These programs aim to encourage creativity by challenging linear thinking and promoting lateral creativity to foster innovative ideas.
Need of Incubation centre and technology partners for educational institutions Shrihari Shrihari
This document discusses the need for innovation cells and technology partners at educational institutions. It outlines the functions of an innovation cell in guiding policy, conducting initiatives, and tracking progress. It differentiates between jugaad, innovation, and startups. It describes how incubation centers support entrepreneurs through facilities, funding, networking and mentoring. It provides examples of successful startups from IITs and other institutions. The document proposes setting up tinkering labs, ideation to product development processes, and partnering with technology companies. It shares case studies and outlines an innovation and startup policy for an educational institution.
iMET is set to be a global community to develop, promote and encourage innovation, Mentorship, Entrepreneurship and Talent building with Practitioner’s or Doer’s perspective.
iMET activities thus enables an ecosystem of, for and by the professionals to participate, educate, incubate, collaborate and co-exist to make each other successful.
Industry Interface Program in Sundernagar Himachal Pradesh by iMET Global and Censud.
Global first "World's Integrated Stock Exchange (WISE) with Strategic, Script...Johnny Moi
The document proposes the creation of the World's Integrated Stock Exchange (WISE) Academy to promote responsible, faith-based, and technology-driven approaches to stock exchanges. The WISE Academy would include four core academies focused on an integrated stock exchange, an Islamic social stock exchange, a Christian social stock exchange, and an AI social stock exchange. It would leverage strategic, scriptural, technology, ESG, and AI frameworks to educate people and innovate stock exchange operations globally through various professional programs and events. The founder believes this values-aligned approach can benefit investors and society by unlocking wisdom and potential at a large scale. An initial investment of $250,000 is requested to launch the four academies and their
This document discusses challenges facing young people entering the 21st century workforce. It notes that 65% of today's primary school children will work in jobs that don't yet exist. Many current jobs will be replaced by computers and robots, including middle managers, salespeople, accountants, drivers, and cashiers. The skills needed for future jobs include creativity, social skills, and coding ability. Universities are changing to emphasize hybrid skills combining arts and STEM. They are focusing more on experiential learning like labs and incubators to develop skills like entrepreneurship that machines cannot replicate. The key is teaching students to be autonomous learners who can discover and research solutions themselves.
The document outlines key factors for building an innovative entrepreneurial hub. It discusses four main support structures needed: 1) attracting smart entrepreneurs through policies that make it easy to start businesses and protecting intellectual property, 2) partnering with technical universities to promote innovation and generate talent, 3) developing venture capital funding through initial government support and encouraging private investment, and 4) establishing tech incubators to help startups commercialize ideas and link them with investors. The entrepreneurial hub aims to foster a community where entrepreneurs can easily connect with each other and resources to help new businesses launch and grow.
SOCIAL INNOVATION LABs-en (Dr Atef Elshabrawy for SIE)atef Elshabrawy
The document discusses social innovation labs and their role in tackling complex social issues. It proposes a series of lab programs to help develop social entrepreneurs and innovations. The first program discussed is a Social Innovation Lab that would help participants: 1) uncover pressing social problems in their community; 2) ideate possible solutions; 3) prototype early solutions; and 4) launch ideas to attract support. The goal is to enhance participants' awareness of social issues and ability to create innovative social business initiatives to address challenges. The labs would use design thinking methods and business modeling tools to prototype solutions.
NeoCogs is an innovation consulting firm founded in 2011 that helps medium to large organizations foster a culture of foresight and innovation. The firm believes that harnessing an organization's human and financial assets can drive business growth. NeoCogs' Dual Cycle Model of innovation proposes that great organizations develop a continuous ability to regenerate strategies by challenging assumptions and reinventing industries, as opposed to just improving processes like good organizations. The model involves two cycles - an existing cycle of incremental improvement and a new cycle of transformational change. NeoCogs offers programs to help organizations assess their innovation potential and develop frameworks to embed strategic foresight using the Dual Cycle Model. Case studies demonstrate how the firm has helped companies form innovation
The document discusses fostering innovation and entrepreneurship through higher education. It outlines challenges facing college presidents, such as decreasing state aid and union issues. The presentation introduces entrepreneurial concepts like effectuation and leveraging contingencies. It proposes a "Presidents' Pledge" where college leaders commit to expanding entrepreneurship programs through teams, partnerships, and promoting their efforts. Attendees then discuss challenges and potential solutions applying an entrepreneurial mindset.
The role of creativity in entrepreneurship goodJatindra Malik
This document discusses creativity and entrepreneurship. It defines creativity and explores its relationship to innovation and entrepreneurship. Educational institutions play an important role in nurturing creativity and entrepreneurial skills. Developing countries are working to encourage entrepreneurship through programs that develop these skills. The document recommends techniques to incorporate into entrepreneurship education programs to foster creativity, such as encouraging challenging thinking, activity-based projects, teamwork, and using technology tools.
Tapping the world's innovation hot spots presented by naval bhushaniaNaval Bhushania
The document discusses four models of global innovation:
1. The Focused Factory - Countries like Denmark and Singapore that focus resources and infrastructure in specific industry clusters to drive innovation.
2. Brute Force - Countries like China and India that benefit from large, low-cost labor pools and rely on the "law of averages" to produce innovation through sheer numbers of researchers.
3. Hollyworld - Countries like India and Singapore that attract talented individuals and aim to develop attractive innovation hubs, similar to Silicon Valley.
4. Large-Scale Ecosystems - Countries like Finland that support end-to-end innovation systems through research institutions, academia, funding bodies, and other organizations within self
The document discusses the relationship between innovation and prosperity. It argues that innovation drives productivity, which builds competitiveness and leads to prosperity. However, most people prefer to operate safely within existing ways of thinking represented by "the box." True innovation requires embracing risk, being accountable, and getting rid of the box. Emerging markets face challenges to innovation like lack of education and infrastructure, but can promote prosperity through national innovation strategies, business development, research and financing to support targeted industries. Innovation clusters are also discussed as ecosystems connecting individuals and organizations to implement innovative ideas and plans.
Entrepreneurship Journey: GCEE summit member presentations 2012Wael Badawy
- The University of Umm Al-Qura (UQU) was established in 1949 in Makkah, Saudi Arabia and has 32 colleges, 6 institutes, and over 73,000 students and 3,886 faculty members.
- UQU's vision is to become a world authority in Islamic studies and Arabic, a reference for developing Makkah, and facilitate innovation according to world standards.
- The Vice President for Business and Innovation was established in 2010 to lead knowledge-based economic development and transfer university knowledge. It includes institutes for research, innovation/entrepreneurship, and an intellectual property unit.
- The innovation institute promotes entrepreneurship and supports startups through business incubators, while
2013 MBAA/NAMS presentation, "Being Chinese: A Reflective Study of Foreign Multinational Corporations' Sustainable Development and Global Talent Programs in China. Maria Lai-Ling Lam, Malone University
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
The document outlines the vision and activities of the Entrepreneurship Club at HBTI Kanpur. The club aims to provide a platform for students with startup ideas to access resources and investors. It hopes to develop entrepreneurial skills in students to help them compete nationally and internationally. The club plans to organize business plan competitions, group discussions, presentations and other activities to promote entrepreneurship. It highlights two successful alumni entrepreneurs who started prominent Indian companies. The club seeks to encourage social entrepreneurship and hopes its efforts will boost the local entrepreneurial ecosystem.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Creativity is vital for entrepreneurship and can be developed through education and nurturing creative thinking techniques. While creativity leads to innovation, entrepreneurship harnesses innovation to create new economic or social value. Developing countries have implemented entrepreneurship development programs to accelerate industrialization, provide employment, and function as "schools for entrepreneurs". These programs aim to encourage creativity by challenging linear thinking and promoting lateral creativity to foster innovative ideas.
Causation is a complex topic with no comprehensive rule to determine if c causes e. There are different types of causes like background vs foreground. Productive theories see causes generating effects, while difference-making theories see causes changing outcomes. Debates about causation and ethics both involve nonlinear relationships. We cannot dismiss influencing the past just because it occurred, like we cannot change the determined future. Our understanding of causation involves both influence and patterns in events.
This document discusses the book "100 Ideas That Changed Design" by Charlotte and Peter Fiell. It provides commentary on some of the key ideas discussed in the book, including innovation, luxury, design education, design reform, morality, design rhetoric, vernacularism, Gesamtkunstwerk, ornament and crime, purity, rationalism, and new objectivity. Many of these ideas helped shape the modern design movement by focusing on simplicity, functionality, and rejecting ornamentation in favor of clean geometric forms. The document also notes some of the political influences and goals of early modern design groups.
Este documento discute la ecología de las ideas y cómo el conocimiento está enraizado en el contexto cultural y social. Argumenta que aunque el conocimiento está determinado por estas influencias, también puede haber cierto grado de autonomía e independencia del conocimiento. Identifica varios factores que pueden debilitar las determinaciones culturales e impulsar el cambio de ideas, como el diálogo cultural, la expresión de desviaciones y la existencia de un "calor cultural" con debates e intercambios de ideas.
This document summarizes key points from a lecture on virtual design. It discusses how:
1. The distinction between virtual and real is blurred, as design involves anticipating future experiences that do not yet physically exist.
2. Design exists in the relationship between virtual ideas/concepts and real, physical artifacts.
3. Designers should focus less on whether something is physical or digital, and more on how well designs enable experiences and solve problems.
Excerpts from the book: Heller, S., Talarico, L. (2009). Design School Confidential: Extraordinary Class Projects From the International Design Schools. United States: Rockport Publishers.
El documento discute los peligros de la industria cultural y la manipulación de las imágenes. Expresa preocupación por la abundancia de imágenes producidas por las industrias culturales para fines comerciales, y cómo esto puede reducir a las personas a una masa y obstaculizar la autonomía individual. También señala que los grandes conglomerados controlan los medios de comunicación y usan el marketing para suministrar productos culturales ajustados a los deseos dominantes.
El documento discute la cultura de masas desde varias perspectivas. Se argumenta que la cultura de masas surge en sociedades industriales modernas donde las masas participan en la vida pública. Sin embargo, la cultura de masas a menudo es producida por grupos económicos para ganar dinero en lugar de ofrecer experiencias críticas a las masas. Esto crea una paradoja donde las masas consumen modelos culturales burgueses pensando que son expresiones propias.
This document provides a summary of the key ideas from the book "Understanding Computers and Cognition: A New Foundation for Design" by Terry Winograd and Fernando Flores. The book brings together topics of computer technology and human existence to generate new understandings. It draws from philosophers like Heidegger, Gadamer, Maturana, and Austin to develop a new foundation for understanding cognition and designing technology based on our situatedness in social and linguistic traditions.
This document discusses bridging the gap between researchers and designers. It notes there are often misunderstandings due to differences in skills, culture, roles, languages, and mindsets between the two fields. Researchers favor an information-driven approach while designers prefer inspiration-driven work. The document provides examples of conducting light analysis directly with raw data or using a database for heavier analysis. It also discusses communicating results through presentations or by involving clients throughout the process. The goal is for both data and overall frameworks to inform conceptualization of new design ideas.
Brecht, B. (1978). Brecht on Theatre: The Development of an Aesthetic. United Kingdom: Hill and Wang.
Epic Theatre
Alienation Effect
The Instructive Theatre
Theatre and Knowledge
Experimental Theatre
Rational and Emotional
Elements of Illusion
Simulation (or Computation) and its DiscontentsR. Sosa
20+ key ideas from Sherry Turkle's 2009 book. Highly recommended.
Funny how Slideshare forces people to pick one category for a presentation. This is as much about design as it is about education, technology, etc.
Here are a few things that are missing from the abstract:
- Details about the specific board game design/activities used in the study. Just saying it uses a "board game-based approach" is vague.
- Background on previous research conducted in this area. The abstract does not establish what existing literature or gaps in knowledge the study aims to address.
- Sample size or participant demographics. Without mentioning how many parents/children will be involved, the scope of the study is unclear.
- Timeframe or duration of the study. When and for how long data will be collected is important contextual information.
- Limitations or delimitations of the research design. All studies have boundaries that should be acknowledged.
This document discusses Māori cultural practices and values known as tikanga Māori. It explains that tikanga Māori governs social interactions and relationships as well as individual identities. While tikanga focuses on correct behaviors and actions, many Māori have little knowledge of tikanga today due to past suppression and conversion to Christianity. Tikanga is based in mātauranga Māori, which is Māori knowledge and philosophy, and provides guidelines for ritual practices. Certain tikanga have changed over time through isolation and adaptation. The document then explores several key aspects of tikanga Māori including manaakitanga, te moenga rangatira, tapu
This document discusses Stephen Jay Gould's views on evolution and how it has been misinterpreted. Some key points:
1) Gould argues that evolution is not inherently progressive and that complexity has not increased over time. Most of life's history has involved simple unicellular organisms and anatomical complexity arose quickly and then changed little.
2) He criticizes the view of evolution as leading toward greater complexity and the dominance of humans. In reality, many lineages have adapted by becoming simpler over time.
3) Gould advocates for the theory of punctuated equilibrium, where species change little but are punctuated by periods of rapid speciation. This better fits the fossil record than gradualism.
Van aquí fragmentos de este libro escrito por el gran Adolfo Sánchez Vázquez y publicado en 1965 con algunas ideas que con los años se han hecho cada vez MÁS relevantes e importantes para entender el diseño. Queda mucho por hacer para conectar estas ideas y desarrollarlas, mucho ha pasado en estos 80 años.
Key excerpts from the book “Māori Philosophy, Indigenous Thinking from Aotearoa” by Georgina Tuari Stewart, 2021. Chapter 5 is succinct but highly recommended
1. WORLD DESIGN CITIES
Ricardo Sosa, Kris L. Wood
Engineering Product Development
Singapore University of Technology and Design
2.
3. This paper:
• Published studies of innovation, creativity and design
• Dialogue with 24 managers in Singapore
• Directions along 5 dimensions for Engineering Schools in Asia
4. Making Singapore a Leading Global City, new Asia’s hub for innovation and
creative enterprise:
1. Develop design capabilities in our workforce
2. Grow a critical mass of innovative and creative enterprises
3. Enhance physical infrastructure to increase industry collaboration and design innovation
4. Facilitate new industry collaborations and forge strategic linkages between industry players
5. Establish an accreditation system to raise professional design standards and encourage pro-
design practices, as well as a ‘Designed in Singapore’ mark for enterprises
5. • Global Design Watch: (11th design competitiveness)
• ICSID World Design Capital: Seoul, Taipei, etc.
• Global Creativity Index: (9th)
• Global Entrepreneurship Monitor: (10th “national culture encourages creativity and
innovativeness”)
Singapore is achieving prominence in the international design stage
6. 0. Challenging stereotypes and myths
• “I have a new definition of creativity, [it] is not just artistic outputs but also
learning from failure, perseverance and lots of luck”
• “I need to be less kiasu!”
• “I realised that I always had a narrow perception of what ‘creativity’ means”
7. 1. Realising the potential for innovativeness
• “As a young nation with no natural resources other than its people, Singapore
has had to design its survival and growth from the very start since gaining
independence in 1965”
• “Food capital of the world, first & only night F1 race in the world, a global hub
for water conservation, highest density of millionaires, best public housing and
best airport in the world…”
8. 2. Reframing success and failure
• “[In] the famous “Singapore way” success can only be achieved through hard
and cautious work. Failure is seen as a stigma”
• “Unfortunately, financial reward is frequently used as a benchmark for success
in any endeavour in our society”
• “The fear of failure inhibits creativity. Failure [needs to be] rebranded”
9. 3. Transforming education
• “Our society needs to look beyond schools and exams. Many parents who are
stuck in the education rat race live in fear of the day when their child is posted
to a lower education stream”
• “Parents continue to measure their children’s performance and abilities based
on their exam results”
10. 4. The role of government
• “The government needs to realise that in areas such as creativity, they need to
give it space for organic growth to occur”
• “The government especially needs to let our identity develop organically and
naturally and resist the urge to ‘manufacture’ one for us”
11. 5. Global and local talent
• “Becoming a World Design City is not about importing talent. Only when a
critical pool of local talent is nurtured through the social system…”
12. Recommendations for Engineering Schools
• Challenge prevailing definitions of design and creativity in order to reframe and identify local
strengths that may be overlooked under imported models.
• Redefine indicators (student admission and assessment, faculty hiring and promotion, staff
training) to support a variety of views of success, and encourage students, faculty and
management to take risks and ‘fail forward’.
• Empower change agents to instil design and creativity across disciplines and embed them in
next-generation pedagogy and research practices.
• Create conditions that foster creative activities but avoid micro-managing them; define flexible
internal policies and engage external agencies (accreditation boards, research funding agencies,
industry partners).
• Support new initiatives of collaboration across departments, disciplines and cultures…