Governmental Ideation Systems (in Capitalizing on Creativity at Work, S. 305-319)
How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, capitalizing on creativity is still a relatively unchartered territory. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.
Editors Miha Skerlavaj, Matej Cerne, Anders Dysvik and Arne Carlsen have gathered a large network of contributors across four continents to craft this relevant, evidence-based and holistic text. Multiple levels, methods, approaches and perspectives are all considered while focusing on a single research question. Chapters feature a combination of research-based materials, stories and short cases to show what can be done to implement highly creative ideas in the workplace.
This extremely relevant subject will be of interest to a large number of organizations worldwide that are looking to tap into the potential of highly creative and possibly useful ideas to build their competitive advantage. Specifically, management consultants in Human Resource Management, innovation, creativity, coaching, and/or leadership will find this book useful. It can also be used in Innovation Management MSc and MBA courses, executive education courses, as well as for PhD researchers and innovation management scholars.
The real type and ideal type of transdisciplinary processes: part I - theoretical foundations
Transdisciplinarity integrates or relates different epistemics from science and practice (Mode 2 transdisciplinarity) or from branches of disciplines if interdisciplinary integration is impossible (Mode 1 transdisciplinarity). The paper explains, based on an analysis of the historical development of the Mode 2 transdisciplinarity concept, how transdisciplinary processes link interdisciplinary applied research and multi-stakeholder discourses by facilitating methods. We elaborate on what type of problems may be managed using what knowledge, how this might be accomplished, what types of objectives are desired, and by what organizational means. Thus the paper presents ontology, epistemology, methodology, functionality, and organization of an ideal type of transdisciplinary process. Socially robust orientations are the expected outcomes of this process. These orientations provide science-based, state-of-the-art, socially accepted options of solutions which acknowledge uncertainties and the incompleteness of different forms of epistemics (i.e., of knowing or thought), in particular within the sustainable transitioning of complex real-world Problems.
Problem Discovery as a Collaborative, Creative, and Method-Guided Search for the “Real Problems” as Raw Diamonds of Innovation
This paper poses that the creative search for frequently hidden “real” problems is critical if innovation aims at comprehensive system improvements and changes in thinking paradigms, rather than simple, incremental changes. These hidden real problems can perhaps best be symbolized by raw diamonds, which one strives to find in order to then grind them into sparkling diamonds, i.e. innovation. Currently, problem solving-related research focuses on the analysis and solution of predefined problems, with little emphasis on problem reframing and systemic discovery; moreover, inter- and transdisciplinary collaborations for problem finding and the application of convoluted methods receive little attention. To illustrate the search process for raw diamonds, i.e. the real problem, by way of example, a comprehensive “toolbox of convoluted methods” is applied as part of a comprehensive problem discovery process. The Planetary Model of Collaborative Creativity (PMCC) serves as the conceptual basis for this method-based search for the real problems. It shows that this toolbox requires 1) Collaborative effort; 2) Comprehensive competences (personal, professional domain, systemic, creativity, and sociocultural competences); and 3) A circular creative problem solving process, which is embedded within a sequential working process.
Adopting a New Political Culture: Obstacles and Opportunities for Open Government in Austria (in The Paradox of Openness, S. 210-236)
Openness implies bottom-up empowerment and top-down transparency. The Paradox of Openness analyses the tensions encountered when openness is applied to the quest for democracy and markets, freedom and truth, compliance and transparency, and consensus and dissent in progressive Nordic societies.