An e-version of the booklet can be downloaded via this link.

Transcription

M
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2014
FÊÙóÊÙ ù ã« IÃ¦®ÄÙ®Ä¦
RÝÙ« CÊÊÙ®ÄãÊÙ
The present Imagineering Booklet is a collection of summaries from our student’s thesis
defended in 2013. It is a very diverse collection of work and it aims to give you a lavour of
what could be an Imagineering topic to be investigated and how it can be developed. While
the summaries cannot provide the reader with the richness of the whole, it can inspire you
to get to know more and to search for the complete material.
The Imagineering Thesis is the inal accomplishment of the Masters that enables the student to graduate. Different from most of the traditional master thesis, here the students
always do a combination of a theoretical exploration together with a design process, leaving the organization with an artefact as well as new knowledge.
In order to make this work possible, an innovative research course was developed providing more engaging and co-creative ways of doing research. A range of theoretical frameworks and methodologies are taught to the students, embracing research as social practice.
This way, students learn how to design and conduct research while transforming organizations, intervening while producing valid knowledge.
As the research coordinator of the Masters I make sure the classroom and assignments
provides an interactive and co-responsible environment in which the students can learn
together in a more luid way that help with the developments of competencies that they
can apply at their thesis work.
Students are invited to engage in research as a social process, as an activity that can be
embedded in all their projects, creating therefore new possibilities. Through this collaborative exploration the students learn that research can be fun and useful for all involved
and not just a theoretical exercise.
Through this innovative approach we offer the students a way of thinking about research
that is more organic, co-creative, embedded in daily life and work, therefore provoking
transformations. Our goal is to educate professionals who are able to embrace the complexity of being a practitioner while adopting an investigative approach and bringing new
thinking to the organizations.
I hope you enjoy and get inspired by all the ideas in this booklet!
Celiane Camargo-Borges, Ph.D.
On behalf of the Imagineering Team
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MãÙ®½Ý | KÄÊó½¦ | EòÄãÝ | NãóÊÙ» | IÄ®
An OrganizaƟonal Development With The Changing Times
Fong Qiyue, Joyce (2012)
WHAT Practice-based research in applying Imagineering to Materia, an innovative materials company based in Amsterdam. Materia began as the middle party between makers of niche innovative materials and architects/designers with equally niche innovative
projects. Materia collects these innovative materials and publicize them. That is how these
parties ind each other and start collaborating. Through the years, Materia has evolved
from a simple materials collector to include publications, events and exhibitions. The content presented in these are fully authored by Materia. The selection of materials are also
compliant to what Materia de ines as innovative. Such authorship is referred to by Materia
as ‘independent core’, or by this research as ‘indie culture’.
WHY Materia wished to transform itself from a largely product-driven (technical) to a
more network-centric (human) business.
HOW Interviews were made across the stakeholders, embracing diversity of opinions.
Creative qualitative methods it for the inquiry were used (eg. Photovoice). The Canvas
Appreciation method was also developed through improvisation during the inquiry, inding ‘useful ways of going on together’ (Social Constructionism). These were chosen methods to understand meanings behind subjective topics such as ‘inspiration’, ‘collaboration’. I
participated in related networking events (TEDx, PechaKucha, HUB Amsterdam) exploring
new insights for the research. Qualitative Analysis uncovered interesting meanings and
insights surrounding the business.
OUTCOME My research revealed that over 14 years, Materia has built an impressive network of professionals in the creative ield. However, there are trials and tribulations. Its
business model and operations are being in luenced by the external changing world faster
than its internal work organization, people and mindsets can adapt to. Whilst the work was
creative and fun, it did not translate into inancial sustainability. In sum, the company experienced mis-aligned expectations about work organization, and struggled with the balance
between generating indie content and pro its. All these while in the midst of its desire to
transform to keep up with times.
Through appreciative research, not all is grim for Materia. The study of indie culture reveals
its vast potentials for Materia in becoming a network organization. Recommendations on
addressing internal mis-aligned expectations and new business logic for the new world are
given in an inspiration guide. Core values of Materia (a meeting place, for potential business matches, over innovative materials) were connected with the network-centric change
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agenda of Materia, through a meaningful artefact. Finally, in addition to answering the
WHY of this research, this study also attempts to investigate where Materia stands from existing literature about changing world paradigms in science, organizational development
and marketing economics towards a new logic. This illuminated how Materia, being a very
innovative company at heart, can well be described as an organization very close to being
post-modern, that is in the middle of developing itself with the changing times. Hence, the
relevance for business transformation, and a research framework such as Imagineering.
ARTEFACT
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Materials | Knowledge | Events | Network | Indie, Fong Qiyue, Joyce (2012)
H½ã«ù HÊÝÖ®ã½Ý
Summary
Suzan Lindhout
Organizations have existed for centuries, continuously adapting to environmental developments. Ef iciency and predictability have been the aim of organizations in the past; but this
has changed due to the rise of technology, globalization, competition, speed and complexity. The Goods Dominant Logic, where mass production and consumption were the aims
has changed into a Service Dominant Logic where the consumer becomes the co-creator
of value, directly participating in the process of its creation. This development asks for organizations to adapt and re-think their business models.
Hospital care in The Netherlands is also facing major developments, causing the need for
hospitals to adapt. Changing patients, employees, government and innovations are stimulating new business logic for this speci ic ield. This is causing a paradigm shift for hospitals: the need for a new lens through which new approaches can be seen and new actions
taken. Where medical care was the main objective and treatment adherence the only concern in the past, nowadays patient-centered care is also an important goal. The hospital
“Ziekenhuis de Gelderse Vallei” (ZGV) noticed this need and aimed to adapt to this development by adding Food and Movement as their star mark. This research is an exploration
into ways to help this particular hospital to achieve its goals. Firstly, an investigation has
been carried out regarding the fast changes in society and its implications to hospitals.
Stemming from this, the latest developments in this ield have been investigated. This is
especially true in the Netherlands. Finally, current meanings of Food and Movement among
ZGC’s employees will be explored and described. This aims to develop an artifact that can
inspire employees to engage in the current strategic concept, causing ownership amongst
employees and an improved patient-centered care.
This research intends to ind new possibilities and co-create solutions in the hospital care
through an intense process of interviews, group conversations, participatory observations
and creative sessions with employees. Due to the philosophy of the theoretical background,
these executions evoked the irst steps towards the aimed goals. By creating awareness
and ideas, the irst step in the aimed transformation was made. The collected data was
processed and analyzed and topics were created which compared the input from several
perspectives.
The interpretation of the results provided a clear image of ZGV: this is an organization that
is rich with opportunities and potential for development. The board of directors and management created the strategic concept and numerous activities that are highly adjusted to
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external trends and that are closely related to the wishes of employees. Key values overlap
and are recognizable, but not to most employees themselves. This is caused by a lack of
involvement in the process of creation and not being triggered to actively connect their
experiences with these subjects. Furthermore, the newly created strategic concept is unclear, since the concept started with “Food” and later “Movement” was added but not well
integrated and explained in a clear concept.
Two solutions are crucial. Firstly, one clear concept is needed that includes both subjects
–Food and Movement – in a clear way. Secondly, this concept should be implemented in a
way that generates personal experiences and ownership amongst employees in relation
to the strategic concept. The researcher created a title for the concept i.e. an artefact that
builds and explains the concept: “Samen Lekker Actief”. Also, an instrument was designed
for employees to make this concept practical for their own work (BALANS). Lastly, a cocreative environment to stimulate collaborations was proposed (Broodje Discussie).
This research and the resulting recommendations provided the irst steps in stimulating
the aimed transformation. The future of ZGV holds bright possibilities and when implementing the recommendations of this research, the organization has great potential to
adapt to the new paradigm-shifting world.
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Healthy Hospitals, Suzan Lindhout
AÄ IÃ¦®ÄÙ®Ä¦ DÝ®¦Ä ÖÖÙÊ«
ãÊóÙÝ ÃÖ½Êù ÃÊã®òã®ÊÄ Ä Ä¦¦ÃÄã:
“Ä çã«Äã® IÄÊÄÝ®Ä Ù®Ö”
Shirley Jane Timotheus
Purpose – Time is constantly moving and continuously changing, urging companies to
re-think and re-design their business models in order to answer the needs of the ‘new’
individual. The purpose of this research is to investigate how motivation and productivity
can be articulated in a cross- cultured company.
Research Design – The data was collected through participant observation and semistructured interviews in an Indonesian food production company in the Netherlands. The
gathered data was then analyzed using a thematic (mapping) analysis and narrative analysis.
Findings – The results of this research shows that having cultural traits from the country of origin embedded in the corporate culture has strong implications on the emotional
well-being and level of engagement of the employees with the company. That consequently
leads to motivation and ultimately to productivity.
Conclusion – Though there are many papers written regarding employees’ motivation, using the Imagineering design methodology to create an appealing artifact that inspires and
mobilizes employees seems to be the unique element of this study towards a more enjoyable and productive working process.
Post-Imagineering Results – The artifact that was created for Gunung Mas resulted in
a closer, family-like atmosphere on the work loor. Employees are opening up and feeling
comfortable enough to voice their ideas and even give suggestions to increase work ef iciency in order to accelerate productivity rate in Gunung Mas. Besides that in their spare
time, they now come together more often even as a ‘Gunung Mas family’, just to have dinner
or a trip together.
In conclusion, the artifact has created more unity and among the people of Gunung Mas
that resulted in an increasing sense of belonging to Gunung Mas as a company, yet even
more to Gunung Mas as a family. Which has affected the productivity level of the company
in a positive way.
9
GÊòÙÄÃÄã½ Êù 3.0:
the big switch?
Michiel Poecke
The Province of Brabant has the ambition to become the cycling province of the Netherlands in the year 2020.
This because of several advantages cycling has: for instance cycling is a lot cheaper in general compared with other transportations. Further cycling is very healthy for the people
using their bicycle, and it is environmental friendly. Further when more people go cycling
the overpopulated areas within the province will become better accessible and their will
be less pollution in the air. So when people will cycle more often they help their selves because of the advantages for their health, and they help the province.
They already put a lot of effort in this ambition. Like building new cycling lanes, parking
facilities and other initiatives to show to the inhabitants that they want to improve cycling.
But till now they do not have great success. This because they overlooked emotion, motivation and experience.
From that point the province asked for help to look to things from a different angle: ‘’Imagineering’’
And from than things became different. During the Imagineering concept we wanted to
focus on the positivity of cycling and shake the longstanding opinions about cycling within
the province itself.
We did this by involving a lot of stakeholders within the project: the 5 major cities of the
province of Brabant (Breda, Tilburg, Den Bosch, Helmond and Eindhoven), the organisation for cycling in general in the Netherlands (Fietsersbond), the Dutch railwaycompany
(ProRail) and of course the employees for the province itself.
By doing this we tried to strengthen the bounds between them, and
let them also think and act together (even co-create). In the end
we destilated al the information and input we gathered from interviews and creative sessions and poored it into an appealing artefact
to stimulate the cycling experience in the province of Brabant: ‘’Ons
Brabant Fietst’’ (Our Brabant Cycles) An artefact that is appealing
to all the stakeholders involved, but also towards the inhabitants
of the province because the artefact corresponds with them. (our!)
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Coming with the creative concept came also several touchpoints which can strengthen the
artefact.
One of these touchpoints was the demand for an online platform to support the artefact
and the cycling experience in general.
To come up with the best possible online platform suitable for the project I started a new
research. The research had the following goal: ‘’Looking for the best and realistic way of
building a platform suitable for co-creation. This for the inhabitants of the province and the
policy makers. This all is to develop the cycling experience within the province of Brabant.’’
With the goal of the research and the prior study in mind, I started to rerun the Imagineering roadmap within this touchpoint. To get inspiration I looked for several literature that
could be linked towards the subject, and looked for the best internet cases already out
there on the web.
Further I held 10 semi-structured interviews with stakeholders involved in the project,
to get a good picture of what they expect from a future online platform. And also to look
for similarities between them. On the other hand I wanted to know the possibilities these
days when creating an online platform. This by interviewing 10 persons who are internet
experts in the ield and are working with the internet and internet marketing on daily
bases. Within this group I had the great pleasure to interview some people from exciting
companies as Zalando (in Berlin) and CoolBlue who are big online retailers within Europe
and still working hard to become bigger and bigger. But I also set down with a major player
in the ield of the hotel businesses(Starwood International).
After analyzing the collected data from the interviews and deskresearch I had a good view
on what could work online when building the platform and what could not. Now it was
time to setup a meeting with the stakeholders to show these results and also discuss about
their own ideas towards the online platform. Because of the fact that during the research
all stakeholders where involved from an early stage I had the advantage of them being already enthusiast about the subject and the willingness to cooperate together.
With the former data and new data and agreements coming out of the meeting I sat down
with the project team with which I did the prior study, and a visual designer to make our
ideas real.
Within the design I tried to put as many aspects discussed during the meeting with the
stakeholders and collected data. It resulted in a platform viewable on every device.
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Governmental body 3.0: the big switch?, Michiel Poecke
But with a digital platform the tangible cycling experience will not be enhanced! So how
does it create value? That is correct, the platform should be seen as a tool to strengthen the
artefact and can be used in several different ways:
The platform can be used as an online of ice for policy makers, this because they upload
their projects from the past and for the future to discuss them with each other but also
with the inhabitants of the province.
Further friendships can be made online, this by integrating social media within the platform.
But it also motivates to change behaviour, by reading stories from others with great experiences or a project near your place which makes it easier for you to go cycling.
Further it takes away work and costs from the municipalities, because the inhabitants
think with them. And you can exchange knowledge, information and even service on the
platform. And it is a tool for leisure to search for routes or events coming up in the near
future.
So it creates value in several ways, but does it has all the components to become a successful platform? To see if the platform can become a success we go back to the theory written
by Armstrong and Hagel(1997). They say that 4 elements are crucial when building a virtual community:
1.
There should be the possibility to share knowledge and services.
2.
Friendships can be made.
3.
People should be able to use their fantasies
4.
Being able to trade services.
Now looking back on the values the platform creates, the platform will be able to full ill al
the elements to become a successful virtual community.
So the platform looks great and it creates value, but how can you link the whole research
back to Imagineering? This is the most crucial part of the research, because else the research is more of a marketing and communications plan. But Imagineering comes in play in
changing the behaviour of the inhabitants of the province but also changing the behaviour
of the policymakers of the province.
The platform can inspire people and ideas can be created online together, further the inhabitants become ‘’policy makers’’ within their own backyard, and the platform will get
people in evoking mode. The most important thing is however the switch from Goods Dominant to Service Dominant logic the province is going to make.
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Source: Nijs, D. (2009)
Like the image shows a switch will be made from goods dominant logic (read old logic) to
service dominant logic (read new logic).
Now despite all the work done during the research and the prior study for the province of
Brabant it still is a long road to travel before they can realise their ambition of becoming the
cycling province of the Netherlands. Some of the blueprints are there, and a lot is achieved
in that time like cooperating more with the stakeholders and act and think together. But
a governmental body as the province of Brabant is one hard nutshell to be broken. And in
the end I found out that they have to come a long way before making the actual switch from
old logic to new logic. This because what has been born as an ambition(positive energy) by
them, is still approached as a problem(negative energy).
Literature:
Armstrong, A. & Hagel, J. (1997). Expanding Markets through Virtual Communities.
Harvard Business School Press, Boston, USA.
Nijs, D. (2009). White paper in the context of the PhD-study. Imagineering.
Groningen, the Netherlands.
14
R-CÙãÊÙ PÙÊ¥®½Ý |
StarƟng the fire at Eindhoven Museum
Ron Ouweland
For six months I’ve been part of an organization called Eindhoven Museum. The purpose
of this museum is to immerse people from Eindhoven and around into a different world,
or actually; a different time. Hidden within the most beautiful park of the city, Genneper
Parken, lies a so-called heritage estate; two hectares of historical replicas, together shaping
a prehistoric village (Eversham) and a small Medieval town (Endehoven).
During weekends and holidays recreational visitors are invited to experience what it was
like to live in this environment from 2500 years ago (Iron Age), up to the year 1600 (end of
the Middle Ages). To help them embody an appropriate perspective on their surroundings
the museum employs docents who wear historical clothes, act as if they live in a different
time, and guide activities that require supervision. This team of docents was named the
Time-guides, as they guide visitors through time and back.
In the year 2011 I was hired by Eindhoven Museum as an educational guide for school
groups, a position that required me to act as a Time-guide for one weekend each month, so
I already knew from own experience what kind of responsibilities this job entailed; guiding
the same activity all day, while trying to engage the audience in historical role play.
During my investigation, in the irst semester of 2012, I was employed by the museum as
Time-guide Coordinator, a job proving to be two-sided: on a practical level I’ve been responsible for coaching, planning and facilitating the required material resources for the
Time-guides, while concept-wise I was asked to “lift the recreational program to a higher
level”. This meant that I was getting to know the organization from a management perspective, while I simultaneously got the chance to apply the principles of action research; using
‘pilot projects’ as a way to develop the visitor program (or, investigation as intervention). I
combined this research epistemology with the design approach of Imagineering; business
innovation from the experience perspective.
What sets Imagineering apart from other contemporary approaches to strategic development is its focus on social innovation through a design methodology. Instead of analyzing
an organization by performing a SWOT analysis (Strengths, Weaknesses, Opportunities
and Threats) and creating highly detailed plans to support a shift in strategy in a top-down
fashion, Imagineering tries to engage the whole organization in a more “appreciative approach” (Nijs, 2009).
Imagineering replaces the traditional SWOT model with the positive and generative SOAR
model (Strengths, Opportunties, Aspirations and Results) derived from the “appreciative
15
approach” developed by Stavros, Cooperrider and Kelley (2008). It combines this approach
with a focus on co-creation and the development of an ‘imaginative artifact’, which serves
to offer all the stakeholders a shared sense of purpose and direction.
Since the organization didn’t specify in great detail in what regard to lift the recreational
program to a higher level, I decided to investigate the viability of a concept that I developed
for the museum during my irst time working there in 2011, before I started with my research, by emphasizing a unique value of the organization; the fact that all the objects are
replicas, offering interaction opportunities with all ive senses.
The idea was based on the principles of co-creation and entailed an apprenticeship model
for (return) visitors, allowing them to develop an expertise within the museum’s historical
context by re-creating historical objects in an authentic fashion.
I was aware that such an exclusive program would require the museum docents to possess a certain level of expertise themselves before they could help visitors develop their
own. The existence as well as the development of expertise among Eindhoven Museum’s
docents became the focal point of my investigation, aiming to move away from the longstanding “transmissional” models of education into a more interactive and active learning
process. The objective is to eventually transform such expertise into high-level participatory opportunities for (return) visitors.
The research questions covered in this project were as follows:
• What is the current level of expertise among the museum docents at EM?
• What kind of framework would allow the museum docents to further develop expertise?
• How to transform expertise into participatory opportunities for recreational visitors?
Most docents applied for a job at EM because they already had a personal interest in history. A basic level of theoretical and practical knowledge was developed at work by all, and
complemented with specialist knowledge by most; through courses, studies or different
jobs. Even though in depth knowledge regarding Eindhoven’s local history was never mentioned, con irming the commissioner’s statement about this subject, the Time-guides excel
in many other types of knowledge that are related and can be used at the museum.
The subjects of expertise vary greatly, and so do the ambitions for development. Moreover,
everyone exhibits both. When docents already possess a relevant expertise they sometimes manage to process that knowledge into their performance, which is usually met with
enthusiasm by visitors. In order to maximize the actualization of such extra-curricular potential, these exceptions should somehow be turned into the rule.
The irst step in this regard is to support the docents in further development of a preference-based expertise, which leads us to the next theme: how they have already being doing
so by themselves.
I can con irm that instances of all three types of developmental methods as de ined by
Grenier (2009) can be identi ied, while the organization lacks in structure for these types
of learning to occur on a regular basis.
Learning from each other happens in an informal way, but requires an assertive attitude
from the docents. Self-directed learning happens only with regard to studies the docents
would also be involved in without their responsibilities at the museum, and therefore
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Re-Creator Profiles | Star ng the ﬁre at Eindhoven Museum, Ron Ouweland
seems rather circumstantial. Learning by doing happens all the time, for it is the method
by which the docents learn to demonstrate the activities they are supervising, yet no structural opportunities are offered to complement this growth in practical skill with corresponding theoretical development through interaction with subject experts, such as more
experienced colleagues and volunteers.
Explorations of how to structure expertise development at Eindhoven Museum have been
conducted through a variety of ‘pilot projects’ initiated throughout the season. To encourage learning from each other and learning by doing a self-organizing system was introduced
that allowed the docents to supervise activities they preferred to learn more about, and
offered them the opportunity for mutual knowledge exchange through shared location occupation. The docents responded to this intervention with an increased sense of motivation and creativity, leading to the emergence of unexpected abilities such as making tools
for the Facility Services department.
To stimulate self-directed learning some docents were given the opportunity to start a ‘permanent project’, which allowed them to design visitor activities themselves based on their
personal preferences and existing expertise, but also required them to complement their
proposals with a story based on corresponding theoretical background knowledge to be
mastered in their own free time. The docents involved showed an increased sense of engagement with their work, and mentioned that visitors also appreciated their enthusiasm
and obvious expertise regarding the topics being communicated.
These pilot projects show that by structuring the development of expertise among museum docents, and giving them a voice in the direction of this growth, this can lead to mutual
bene its for both parties involved: the organization becomes enriched with a more in depth
offering for their visitors, while the staff experiences an increased sense of motivation and
enthusiasm in their work.
As a result of this process I’ve distilled a set of recommendations for Eindhoven Museum,
which are very practical in nature, and aim to contribute insights about how to transform
the organizational strategy in such a way that voluntary expertise development is facilitated more structurally, and docent subject-specialists will eventually become the norm at
Eindhoven Museum, rather than a positive exception.
The irst step to achieve this aim is to create insights among the docents regarding each
other’s capacities and preferences [Personal Pro iles]. Then the Time-guides should get
the opportunity to learn from each other, as well as from expert volunteers [Self-organizing System], and inally there should be a system to reward this development by transforming their skill into personalized visitor activities [Permanent Projects].
Personal Pro iles would allow the docents to gain insight in each other’s skills and knowledge through an internally accessible overview of these capacities.
Right now it is hard for the Time-guides to learn from each other effectively, for there exists
a lack of awareness among the docents regarding the breath of speci ic content knowledge
distributed within the group. This is to be expected within a team in which everybody
works part-time, has experienced different special events, and bears a broad variety in
background. Theoretically they could still get to know each other better during (informal)
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meetings in between, but in practice it was easy to identify multiple reasons why this phenomenon persists.
For one, Eindhoven Museum’s docents only meet the greater part of their colleagues a couple times each season, since it is hard to organize joint meetings when during work hours at
least four docents are on the job, and many of them have other obligations in the evenings.
Moreover, even the amount of interaction between docents working on the same day is
scarce, for they are asked to take their brakes in different shifts, so that the heritage estate
does not suddenly look empty during lunch hour. Finally, since people of all ages are eligible
for the job there seems to exist a generational gap between some colleagues. It can be hard
to keep up a conversation when both background and age are positioned wide apart.
In order to lower the threshold to learn about each other’s preferences and experience I’ve
introduced ‘personal pro iles’, to be illed out by the docents and made available to everyone within the group. This way connecting with each other becomes easier, for when they
share the speci ics of their museum-related background in a more permanent way, this
information is already accessible in private and they can prepare speci ic questions before
approaching someone, or at least get a sense of their ields of interest.
The next step is a translation model to move from expertise to expression; through “permanent projects”. The thought behind this concept is that visitors would have more reason to
return to Eindhoven Museum when they are offered increased diversity of activities (since
the docents developing them possess different specialties) and a more sophisticated challenge (by introducing different levels of participation, as explained with the principle of aptitude tests). The docents themselves would get more satisfaction from their work because
it appeals to their personal interest and they experience a sense of progression. After all,
they get the chance to actually leave something behind that is of permanent value for the
museum, and relates to their preference-based expertise. Through this process (the tangible part of) the organization itself becomes enriched as well, for its collection is complemented with authentically produced replicas on a regular basis. In short; everybody wins.
According to the Imagineering approach to business innovation, in order to realize sustainable innovation in the enterprise logic it is not enough to set a new example; such a
concept needs to be backed up by an narrative meaning construct, or ‘lens’, that reminds
all stakeholders involved in the development about the rede ined purpose motivating their
efforts (Nijs, 2009).
Since my interventions at the organization have radically changed what it means to be a
museum docent there, a good example of such a lens could be the rede inition of the docents’ job title. The current heading of ‘Time-guide’ does not bring up associations that relate well with their renewed purpose: it makes people think of traditional museum guides,
instead of actors who are actively engaging visitors in the process of ‘reproducing historical artefacts in an authentic fashion’.
The new title I designed, introducing the museum docents as ‘Re-Creators’, seems to possess such power in multiple respects. It expresses to their role as host for the recreational
visitors, simultaneously it points to their creative efforts in re-producing historical artefacts, and inally it simultaneously relates them to – and distinguishes them from – their
volunteer colleagues who are known in the museum industry as Re-Enactors.
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In conclusion:
This research was focused on participatory approaches in ethnographic open-air museums,
and aimed to gain insights into the development of museum docent expertise in relation to
the idea of participatory museums. A second objective related to that was to explore ways
of utilizing such expertise to offer visitors high-level participatory activities. Finally this investigation aimed to offer recommendations that will help Eindhoven Museum to embrace
the participatory museum perspective.
At its open-air heritage estate, from the position of Recreational Coordinator, I cooperated
with my team of museum docents in the development of a framework for informal and incidental learning, with the aim to stimulate voluntary expertise development (and facilitate
in the resources required to do so). Furthermore, pilot projects were conducted for transformation of such expertise into high-level participatory opportunities for visitors.
Next to a set of ground rules designed to give the museum docents a certain degree of freedom in deciding what kind of activity they will offer visitors (– so they can develop their
own skills most effectively), a framework was introduced to provide insight into each other’s extra-curricular and time zone speci ic knowledge (– so they can learn more easily from
each other too).
Finally a concept was developed that structures the transformation of docent expertise into
visitor participation opportunities, by offering an inspirational frame of reference that simultaneously allows for the activity to be tested for crucial elements speci ied by the coordinating staff.
Both objectives (internal and external) are supported by the same narrative meaning construct – Re-Creators (as the new job title for the museum docents), which aims to rede ine
the associations produced by both employees and visitors when imagining the extent of
visitor docent responsibilities at Eindhoven Museum, from ‘traditional guidance’ toward
‘reproduction of historical objects in an authentic fashion’.
The importance of this research for the Re-Creators is that through the participatory approach that is offered they get a chance to create permanent value for the museum, complementing the leeting value of their performances, which increases variation as well as
challenge, making their job less tedious and more ful illing. For the museum this narrative
offers bottom-up opportunities for innovation, based on already available resources. It allows the organization to utilize both its setting as its employees to their fullest potential.
For the visitor the results of this investigation may lead to more diversity and depth in both
the stories they are offered, and activities they can participate in.
An important possibility that is created through the articulation of this inquiry is that it
allows the organization to transform into a high quality knowledge institution while simultaneously becoming enriched with enhancement of the physical setting, instead of having
to choose between these two approaches to innovation. Furthermore, since the proposed
approach is based on iterative bottom-up development the change would be inclusive, evolutionary and inexpensive, (rather than top-down, disturbing and costly,) and can therefore
count on more support from its stakeholders than when another drastic re- organization
would be introduced.
The challenges that came to light in the process of this inquiry and would have to be dealt
with during further implementation are threefold: A system will have to be developed to
19
facilitate quality control of the docents’ self-designed performances, a protocol needs to be
established for dealing with high contrasts in visitor low, and since some visitors will be
offered more levels of participation than others, a procedure should be created that justi ies
this inequality.
Finally I will summarize what this research is leaving as a contribution for overall knowledge development, from micro- to macro level. For Eindhoven Museum speci ically this input is knowledge about effective methods of docent expertise development; for museums in
general it offers understanding into docent based participatory opportunities for visitors;
and for the changing society at large this thesis presents a post-modern way of engaging
people with the subject of history: through uniquely tailored participatory opportunities
that relate to all ive senses, as well as their personal identity.
On a personal note, I experienced the organizational culture at Eindhoven Museum as quite
fragmented, and rich in complaints. However, once I started asking about examples where
everything came together the eyes of my interviewees quickly started to sparkle, and the
most beautiful stories came to light. I’ve learned how a basic form of dialogue like interviews can lead to a more generative atmosphere within (a complete department of) an
organization, when its positive examples are emphasized and shared among colleagues. By
the end of my investigation, some museum docents mentioned that they felt really glad that
their opinions and ideas were inally being appreciated, and that this motivated them to
keep engaged whole-heartedly.
Even though this was the irst time I was in charge of a team comprised of people both
younger and older than me, as well as for a signi icant stretch of time, it didn’t feel like a irst
at all. Maybe it was because I already knew the organization from the inside out because
of my experience as an educational group guide, but it didn’t take long for me to become
adjusted to my new position. The interviews for my investigation really helped to establish
a common ground with the docents; we both wanted their job to become more ful illing. I
didn’t get any complaints, if anything the atmosphere only became more generative, and
even though my pilot projects sometimes created some chaos, this was accepted as part
of the deal. My guess is that they really appreciated that I gave them more freedom, even
though this was combined with an increased level of responsibility as well.
The only thing I struggled with was how far I should take them along in co-designing their
own job. The irst creative session felt quite negative, for the docents mainly bombarded me
with practical questions regarding the concepts, instead of building on them and proposing
more ideas. It made me realize that they liked giving input, but had a hard time looking at
their job from a systemic perspective. Once I had structured the most popular concept further and asked them to think of very speci ic ways to ill in the blanks their creativity rose
to a new level, and stayed there.
When during the season evaluation I asked for tips and feedback since this was my irst
management position, the responses were overwhelmingly positive. They concluded I never acted as if I was more important than them, while still keeping a tight rein. I felt this compliment really aligned with my aim to apply the principles of relational leadership. The only
point for improvement they could think of was that I should consider buying more hats,
since I always wear the same one. This shows they’re not afraid to be real with me either, so
I guess Imagineering turned me into the kind of leader I want to be.
20
’Ý-HÙãÊ¦ÄÊÝ«, òÙù ù Ãù ù½®Ä¦ ®ãù
Anouk van der Linden
Let’s cycle through the process
The world is ever changing. Once we read on a postcard how others are doing, now the
world is a network of people constantly contacting each other. Per email, twitter, facebook,
interactive TV, smartphones with whapsapp we stay in touch day and night. It’s a differents
of day and night, especially for organisations and companies. But how an organisation going to react to this? Imagineering ‘Business innovation from the experience perspective’
answers this question. By looking through the eyes of the user new ideas may rise to innovate the organisation. Through co-creation the user will get a more central role in the
organisation and the organisation can make use of the network society.
The province of Noord-Brabant sees possibilities on the area of cycling by embracing this
development in society. The province has the ambition to become the cycling province of
the Netherlands in 2020. Different players in the ield of cycling (for example municipalities, the Dutch Cyclists Union ect.) are brought together to share their ideas and experiences with experiments in reaching the cyclists. The province assigned the NHTV in Breda
to shape these ideas into concept that unites the projects within Brabant which go beyond
infrastructure. This can be projects on communication, promotion or experience. An online platform has been created to bring all these projects together and a logo has been created to make the projects recognized.
Because the policy of the province is on a more abstract level, the question raised from different municipalities what they can concretely do with cycling experience in their policy.
‘s-Hertogenbosch gave the possibility to research this. This city is the cycling city of the
Netherlands and is looking for options to further innovate their policies. Furthermore I
(as member of the project Cycling Experience Brabant) was interested by the fact that the
cyclist himself was not integrated in the policy making. With the question ‘Where is the
cyclist?’ in the back of my mind I started this research towards cycling experience in ‘sHertogenbosch with the purpose to give the cyclist the possibility to co-create the policy
in their municipality. The research question for this study is: ‘How can the cyclist get a
participating role in the policymaking of the municipality?’
In the text below is presented how this research is done and what the outcomes are. In
the end the concept is presented which unites the results of the research and answers the
research question. This concept is to inspire the municipality of ‘s-Hertogenbosch to keep
experimenting with projects created with the cyclists.
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Research at the municipality
The municipality of ‘s-Hertogenbosch is the Cycling City of the Netherlands! A title to be
proud of, and it is certainly well deserved. It is very clear the municipality does a lot to
make cycling as pleasant and attractive as possible. There are broad and safe cycling path’s,
guarded bicycle parking’s free of charge which have a lot of facilities and services in the
city centre and at the train station. Also there are innovative initiatives you will only ind
in the city of ‘s-Hertogenbosch. For example permission to cycle everywhere as well in
the city centre. The so-called double roundabouts, where the cyclists can go around both
clockwise as counter clockwise. It may be clear that facilitating the cyclist is preferred
above limiting the cyclists.
The reason the municipality gives priority to cycling, are the bene its cycling for transport
has for the society. The way of transport keeps the city both accessible and liveable. This
balance is the base of the goal of keeping the city economically healthy. Therefore stimulating cycling is an important ambition within the department Public Space and Traf ic of the
municipality. In the end reaching the balance between the different ways of transport is the
vision by which the city remains accessible, liveable and healthy. The ambition for cycling
within this vision is to create an (even more) pleasant cycling climate in which the attitude
of the people towards cycling is positive. These goals and ambitions are pursued by many
municipalities in the Netherlands, however the execution of ‘s-Hertogenbosch is unique.
For the execution of the ambition is the policy plan ‘Lekker Fietsen’ (translated: Nice Cycling) is created. Within this plan the execution plans are divided into three areas: Infrastructure of the moving bicycle, infrastructure of the non-moving bicycle and communication. One of the themes within Communication is the participation of civilians in the
policies. The partners who participate are the Dutch Cyclists Union, Business association
‘Hartje’ and the district councils. This theme connects with the purpose of this research.
The results of this research will offer support to the execution and further interpretation
of these plans.
Communication is the area which is more challenging for the traf ic of icials. The other areas about infrastructure are within their ield of knowledge, but communication is outside
of that. That is why the traf ic of icials of ‘s-Hertogenbosch are searching for an effective
way of communicating about cycling. The concept that derives from this research of cycling
experience gives new insights that help them in their search.
Researching cycling experience
To get a picture of the cycling experience research has been done towards the primary
experience and the secondary experience. The primary experience is the experience in the
moment itself that the person undergoes the situation. In this case what is being experienced during cycling. The secondary experience is when afterwards is being told about this
situation. In this case this means what people tell about former experiences with cycling.
Primary experience
For researching the primary experience I have been cycling along with cyclists in ‘s-Hertogenbosch. In short interviews with them I have questioned them about the elements an
experience exists of. These are irst the observations someone does, next the emotions that
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come up because of those observations and inishing with the total composure of the emotions which form the experience.
However during these interviews I noticed people were actually not concerned with observing, feeling emotions or experiencing the cycling. In the observations people were
mostly minding the traf ic, sometimes they noticed the beautiful surroundings (if present)
and some people did not notice anything at all. Also the emotions were not really showing,
people would get irritated when other road users were not paying attention. People think
of cycling as relaxing. Finally the experience was perceived as ‘pretty ok’, but not very expressive. People can enjoy a pretty and quiet surrounding, and a noisy and busy surrounding in luences the experience in a negative way.
Concluding from these results, is that people during cycling are not involved in cycling. Just
like with driving a car, cycling happens at a unconscious and pro icient level. While people
are cycling, they are thinking of other things. For this reason the experience of cycling is not
very explicit. Things have not happened that are explicitly negative or positive. That is why
cycling is experienced ‘pretty ok’, because nothing happens that is memorable. However it
appears negative experiences are more often remembered. This is because in these negative situations a higher level of consciousness is required. These are situations in which the
cyclist has to pay attention and is forced out of its unconscious state. This forced conscious
state is already enough to charge the experience negatively, even though the situation itself
is not negative. However the consequence is that the conscious experience (charged negatively) is remembered better than the situations undergone unconsciously.
Secondary experience
For this research towards the secondary experience a number of in-depth interviews have
been conducted. Studied was what people are minding during cycling (since it is not cycling itself), what cycling means for someone and what his motives are to cycle.
In the interviews was irst asked to wright down the irst associations with cycling, and
from these words a word cloud has been made. The big words are more often named than
the smaller words.
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The word groceries is a very obvious word in this cloud. This is the most named word. Cyclists have a strong association with groceries. This destination is for them very important,
while for the traf ic of icials it is not that high on the agenda. Next to that doing groceries
is a very daily and ordinary business. This make cycling a very normal phenomenon and a
daily activity for people. How embedded cycling is in society is the translation into English.
Some words cannot be properly translated because there is not word for is in English. For
example ‘Special bicycle bag’ or ‘Grandma bicycle’ and these words are perfectly normal
words in Dutch. Next to this some big words all destinations like groceries, work or children. Furthermore a lot of words are bene its of cycling for example practical, relaxation,
exercise and speed. People are positive towards cycling and choose to cycle from a positive
attitude and motive.
Next to these irst associations, is exposing the different layers of giving meaning to cycling.
This is done with the interview method laddering. With this method the cyclist has been
asked to the attributes, consequences and values linked with cycling. This goes from a very
concrete level of cycling (through cycling you get moving) to the consequences of cycling
(getting in shape) until the abstract level of values (being healthy). From these interviews
themes came up divided over these levels.
There are several important themes and are often discussed in the interviews. One of these
themes is ‘pleasant’. Cycling has to be pleasant before people do it. Also ‘movement’ and
‘convenience’ are important theme’s. But what gives even more information is how these
theme’s relate to each other. To give an impression the network of the related themes is
shown below.
The green words are attributes, the orange and red words are consequences and the blue
words are values. The words in this picture are not very clear, but is shows the links and
relations very well. Based on this network some dominant relations are shown. Every cluster of dominant connections shows a motive for cycling. The ive motives that derive from
this are as follows:
- Easy & Practical
This are the themes in which the practical bene its of cycling. That it is a vehicle for
transportation by which people get to their destination quicker. People are more lexible and more agile and the bicycle is fast and easy to park, and of course the low cost.
It appeals to the feeling of freedom and independence.
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- Relaxation & Mental condition
This motive shows that the mental condition changes through cycling. People can
empty their mind during cycling and have a moment for themselves. This gives a
piece of mental peace. The opposite has been discussed as well, because of cycling
people arrive well awake at work.
- Movement & Health
Getting movement because of cycling is a important motive. Because people cycle,
they get enough movement every day which contributes to their health. Also the consequence that people get into shape and feel good in their own body, makes people
choose the bicycle.
- Social contact & Involvement
Cycling has also got a social aspect for many people. On the bicycle people can easily
make contact with their surroundings and the other people in it. Also cycling together (as sport or recreation) is a way of being in contact with others and being involved
with the people around you.
- Sustainability & Environmental awareness
The last motive to cycle is because it is a sustainable way of transport. It is a very evident attribute of cycling that is often used. However is appears it plays only a small
role in the experience of the cyclist. If people name this motive, they call it a good
extra instead of a actual strong motive to cycle.
And last but not least the strongest connection in the network is that between surrounding
& pleasant. It appears the surroundings are the most important aspect that makes cycling
pleasant. Also the conclusions of the primary experience research show that the surroundings have a lot of in luence on the positive (or negative) cycling experience.
Brainstorm session
Eventually to let all the results of the research come together, cyclist of the district councils
and Dutch Cyclists Union of ‘s-Hertogenbosch are invited to join in a brainstorm session to
think along. Cases were introduced to think about these routes how to in luence the experience positively. Some important conclusions can be drawn.
First can be said that the cyclist of the district councils and Dutch Cyclists Union are very
involved. They are involved in their surroundings and cycling. They have an opinion about
it, it’s about the streets where they travel through daily. It is part of their lives, they talk
about ‘my street’ and ‘my roundabout’. Many people have experiences with the routes of
the cases, they cycle there regularly.
Second what became very clear, is that this group thinks strongly from the experience perspective. From their own experiences and the stories of experiences of people in their environment, they are experts on the area of cycling experience. This makes them a large
source of information about this subject.
Finally during the session it became clear which aspects in the surroundings determine of
this is being experiences pleasant or positive. When an area is being perceived as pleasant,
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this must be safe in the irst place. Secondly the environment must be arranged practical
and easy for the cyclist. The last aspect is the beauty of the surroundings. If the area meets
these three prerequisites, people experience cycling as pleasant.
The concept
To get all the results in one concept, inspiration has been found in the literature. A model
from behavioural psychology does this by dividing the cyclists in different categories. With
this model is made very clear what transformation of logic and thinking must take place.
The concept portraits this transformation.
The way the municipality looks at communication and participation, is in one direction.
The municipality has information for the citizen about cycling and uses traditional communication methods to inform them. There is also a webpage with information about cycling.
However is hard for cyclist to get in contact with the cycling of icials. The problem with this
is that the speci ic information does not reach the right person to let the communication
be successful.
However based on the research there are different kinds of cyclists that have different
(combinations of) motives to cycle and have different associations with cycling. Also appears that some cyclists are a big source of information about cycling experience and that
they are very involved with their surroundings. This makes that with a different logic cycling should be looked at to make the communication more effective and make people
more positive and open to cycling. This approach is portrayed schematically in the picture
below.
In this concept the cyclists are not looked at in general, but is based on their cycling behaviour. By serving them the right information and/or stimulation, the cyclist will be prepared
to change his behaviour. It has the consequence that there is a more positive attitude towards cycling and eventually people will cycle more.
26
The irst category is the ‘Never Cyclist’. This cyclist is not concerned with cycling, does not
want to cycle and probably does not even have a bicycle. It is probable that with a lot of
energy it will take to let this person cycle. What communication can do is show the general importance of cycling, that it preserves the liveability and accessibility of the city and
keeps it healthy. Informing the Never Cyclist can change its attitude. Although there will
always a group that will never cycle.
The second cyclist is the ‘Maybe Cyclist’. He recognizes cycling as something positive and
has the intention to cycle sometime himself. However he is not that involved that he will
actually do something about it. To get these people to get a step closer to actual action, the
municipality can inform them about the motives. The ive motives out of this research give
insights in personal motives to cycle. These can be activators to these people to get them
more involved in cycling.
The third cyclist is the ‘Almost Cyclist’. His intentions are good, he is motivated t cycle, but
still does not do it. The municipality can give crucial information for this cyclist to make a
plan for action. This is very speci ic information for example where the guarded and free of
charge parking’s are in the city centre or where safe cycling paths are. Based on this information this cyclist can make plan to change his behaviour.
The fourth cyclist the ‘(Sometimes) Cyclist’. This cyclist actually cycles, but not everywhere
but still regularly. It can be that the (sometimes) cyclist enjoys cycling to the city centre
(when the weather is good), but does not cycle to the workplace. With promotion actions
the municipality can stimulate the increase of cycling with this group. As well the municipality can collaborate with destinations for example schools and companies to increase the
cycling of the people.
The ifth group is the ‘Always Cyclist’. These people always cycle. When he wants to transport, he jumps on his bicycle without thinking about it. When this person is going to get
groceries and it rains, he will wait until the rain stops and go by bicycle instead of taking
the car. Cycling is part of everyday life. He cycles a lot and therefore knows its surroundings
well. These people who have a lot of cycling experiences. They have ixed routes on which
they cycle on a unconscious level.
Because of this rich experience perspective, this group can give feedback to the municipality from the experience perspective. This way this cyclist is the perfect candidate to take
on the participating and co-creative role to give input on the policies. This input the municipality can be used in the communication with other cyclist groups. This group can also
support other groups by providing the speci ic information or stimulation they need to
develop to the next level. At the Dutch Cyclists Union and the district councils is this group
well represented and offers a steady contact who can take on this participating role.
This ‘Always Cyclist’ plays a crucial role in the co-creation between the municipality and
the cyclists. It is the centre of the system. They have the possibility to contribute to a positive attitude towards cycling in society from their strong experience perspective and help
the municipality stimulate the other cyclists of ‘s-Hertogenbosch.
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WE ARE ONE
Rumen Moskov
A conceptual adventure quest unfolding a role-play game in a hybrid-working environment by providing an alternative “play quest” experience for sustainable development and positive change supporting of a “paradox world”.
Water is more than simply a physical substance. That concept is connected in a special way
with the idea of life. Masaru Emoto’s research demonstrates that human energy waves,
thoughts, words, ideas and music affect the molecular structure of water, the very same water that composes over 70% of a mature human body and covers almost the same amount
of our planet. This socially constructed and academically supported concept is providing us
with a new sense of what water could actually do as well as its molecular transformational
capabilities which could change in relative shape and adapt to different environments regarding to what is going around the particular sample of water. It is associated with life, balance and emergent properties similar to complex adaptive systems.
Society being a complex adaptive system is subject to changes and depends on both the
positive and negative ones. Some people argue that we remember the positive and tend to
forget the negative. Nowadays the world faces one of the most severe economic crises, which
has resulted in unprecedented high unemployment rates especially among the young people. Young people - undergraduates and graduates from developed and developing countries
with a bit or no working experience struggle to ind their career paths and face a lot of dificulties even when they are motivated and inspired to move forward. By providing the appropriate environment through bene icial transformation and innovation we could probably
help our society to cope with this problem, reduce the negative effects and bene it the whole
community, the people.
This research navigated by an Imagineering approach (IMA) was a conceptual quest, a question of social responsibility, shared values and collaborative goals for designing a self-sustainable alternative hybrid working environment. Based on the ethnographic approach it
provided a bridge and common ground on which individuals could evolve and support their
local or world economies with the help of other stakeholders. Solutions in this direction
would not only provide useful and meaningful innovative strategy to create knowledge pools
and develop regions but also support destinations in their sustainable economic growth. The
research looked at the European, and speci ically at the Bulgarian and world-labor markets,
for a closer view on the topic of corporate social, and public responsibility or the lack of it.
This Ethnographic research also looked at existing concepts for dealing with unemployment
29
through the lens of “Appreciative Inquiry” (AI) and IMA. The research was based on qualitative methods which aimed at analysing the core research question: “How could meaningful
play act as a sustainable growth driver and be an effective socio-cultural and economic catalyst?”
With the help of IMA, which inspired me to use a more holistic approach, this conceptual
qualitative research zoomed into the ontology and epistemology of a new theoretical idea
which unfolded the mystery behind the “Gami ication” concepts and its logical application
in real working environments. It emphasizes a new theoretical idea in an existing paradigm
shift towards a more service dominant logic which proposes solutions on how this concept
could be applied in businesses and communities by unfolding a meaningful play experience.
Furthermore this research unfolded relevant examples and qualitative research data supporting similar models which are already functioning or in process. This provided veri ication of
the theoretical and technical foundation, which exists and would be needed for developing
the emerging hybrid working environment.
Online game environments have a major impact when individuals feel inspired and part
of a play experience. One could feel satis ied and respected by contributing to a social-cultural environment with a participatory culture. This establishes also a sense of respect,
responsibility and appreciation for giving back and sharing with other people. In this way
working environments could be complementary and reconnected to each other. Fun is an
important factor of play especially when people want to experience positive change.
The designed alternative working environment could catalyse and drive social change by
evoking an appreciative dialogue in order to establish both a relationship and communication channels good enough to result in collaboration between the different communities and
stakeholders (individuals, educational institutions, communities and organizations). Labor
and work are still seen as a physical chair and some people tend to hate the feeling of being
stuck in a “box” where they have to either work, achieve their objectives or study. The question is how could a more engaging game experience transform the linking point for a group
of related people who do not see their lives and jobs in this way? What is the alternative?
This research aimed at:
* creating a bridge, a connection which could put value over proϐit by supporting a socially constructed, sustainable and environmental friendly future values, goals or initiatives of a participatory culture.
* establishing a motivated working community navigated by a self-organising participatory culture leading to productive outcomes.
* simulating real life conceptual projects by which this participatory culture could bring
together people from various ields of knowledge while supporting the development and
implementation processes of these concepts bringing positive change to whole regions
and communities.
* ARTEFACT: A working conceptual beta Platform
This research has attempted at developing an innovative approach to solving a crucial current problem by bringing together the different stakeholders in society. We could prosper
only if we look at and move in the same direction and be like water.
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WE ARE ONE, Rumen Moskov
HEINEKEN AS CATALYST
MAKING THE WORLD MORE SUSTAINABLE
Michele Dekker
Designing a transformative sustainability concept
for the HEINEKEN Experience
Growing public interest in the subject of sustainability and increasing demands for
organizational sustainability targets that address society at large put high pressure on
businesses regarding their corporate sustainability management. At the same time, the
business world faces an unpredictable future characterized by complexity and accelerated change, which de ine the new era of the so-called postnormal times. At its core, this era is
networked based and empowers consumers in an unprecedented way. Consumer needs
have shifted to seeking participation in the process of value creation and to pursuing
meaningful experiences that suit the consumer’s desired lifestyle. The approach of value
co-creation opens wide-ranging opportunities for organizations to sustain long-term
success and cope with emerging demands of consumers.
Imagineering is a new approach to value co- creation, as it embraces the experience
perspective. It serves to make sense of the dilemmas organizational management is facing regarding the complexity of postnormal times and consumer shifts, by encouraging
bottom-up initiatives in increased collaborations. These are achieved by the use of an
inspiring artefact.
This Imagineering master thesis dealt with visitors and employees of the HEINEKEN Experience (HEX) and explored their interest in the subject of sustainability. The aim was
to draw visitors’ and employees’ attention towards the subject of sustainability and a sustainability themed corner in the HEX. Moreover, it is HEINEKEN’s objective to become the
world’s greenest international premium beer by 2020, including the company’s ambition to not only make beer, but the whole world more sustainable. Therefore, this thesis
is addressing the following research statement:
What is needed in the HEX regarding the subject of sustainability to inspire HEX visitors and HEX employees to think and act more sustainably and to become sustainability ambassadors?
Findings explained the process to sustainable behaviour in the context of the HEX.
This process involves three phases. First, the individual surpasses a phase of awareness,
which is created through four contextual areas of interest in the subject of sustainability. In
addition, four communication components emerged as in luential factors drawing visitors’
attention towards or away from the sustainability themed corner in the HEX, and thereby deciding if the visitor enters the phase of awareness in the irst place. Second, through
31
awareness creation, the visitor enters the next phase of agreement. An agreement is stimulated by one or more motivational factors, because these generate new ways of thinking.
Hence, the visitor inds meaningful value in one or more of the motivational factors and
thereby agrees that based on this newly gained knowledge, the visitor changes to more
sustainable behaviour. In the third and last phase, the newly embraced sustainable
behaviour becomes the norm.
Recommendations made include the proposed artefact “I agree(n)”, aiming to serve as intervention point in the agreement phase of the process to sustainable behaviour, stimulating the visitor to enter the phase of embracing sustainable behaviour as the
norm. Further recommendations include
a narrative, aiming to promote the proposed artefact; and a concept description
to a green experience, aiming to complement the artefact in form of the practical
execution in the HEX.
As a result, the artefact of I agree(n)
serves as intervention to stimulate sustainable behaviour. It aims to encourage
a new way of thinking and to motivate
participation in a movement towards
sustainable behaviour.
Author: Michèle Dekker
Questions? Mail to: [email protected]
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HEINEKEN AS CATALYST, Michele Dekker
COMPLEX ADAPTIVE SYSTEM STRATEGIC
MANAGEMENT WITHIN RECREATIONAL,
PARK AND LEISURE SERVICE ORGANIZATION
Evan Dewabrata
This thesis is an applied-based research in which to investigate how to develop a complex adaptive strategic management within the development of Park21 project. Park 21 is
a project developed by the municipal authorities of Haarlemmermeer in creating a large
leisure facilities and varied landscape that offer multifunctional leisure functions. The condition where the development of Park21 will take a long time to be implemented makes the
necessity of strategies to cope with all the changes that might occur in the future and to deal
with complex demanding leisure environment.
The objectives of this study are to gain insight and promote complex adaptive system strategic management through the concept that will be developed for Park21. The artefact to be
developed can be used as a foundation to identify the potential target groups for Park 21 and
create a strategy for the organization to deal with all the challenges that might occur in this
complex demanding leisure environment.
The inal results indicate that the condition which leisure is more and more integrated with
other sectors have opened the opportunities to develop a concept of multifunctional leisure
locations in the future. The results show that Park21 needs to have an identity which re lects
the integration of the whole areas and elements in the Park. The identity will be the most
important part in formulating the complex strategic management for Park21. The process
of this research led to the formulation of a narrative artefact that aims to communicate the
identity of Park21 and trigger to create an engagement of co-creating complex strategic
management for Park21. The artefact is introduced by the fairy tale story to deliver the message in easy, fun and simple way. The narrative is illustrated as follow:
The artefact becomes the main source to generate some recommendations for implementing
complex adaptive system strategic management for Park21.
33
RÊÄ½ PÙÝ®Ä
Ronald Sianipar
PPI Belanda is the oldest PPI abroad. The Indonesian students who studied in the Netherlands founded PPI Belanda in 1922. In the past, the Indonesian students within PPI
Belanda had given their contribution by arranged meetings and discussions in term of
forming a nation. The Indonesian students, at that time, have had succeed to form a nation that is called Indonesia.
Today, PPI Belanda has more than 1200 Indonesian students in the Netherlands as its
members. The Indonesian students within the current PPI Belanda have organized many
events in order to provide its services to its members. Nevertheless, if its compare to
PPI Belanda in the past, instead of providing its contribution to the development of Indonesia, the current PPI Belanda is more like a social club for the Indonesian students
to gather with fellow Indonesian students rather than the organization which could provide inputs for the development of their nation. The current PPI Belanda has lost its
meaning and purpose.
The current management of PPI Belanda is aware with this condition. The management
has an expectation that PPI Belanda can perceive its history as its future. The Indonesian
student organization abroad which is independent, reliable and responsible, in which the
Indonesian students can provide more contributions to its nation. The same with what
the Indonesian students in the past where PPI Belanda worked together in the same aim
had reliable members to generate knowledge and had a responsibility to their nation.
Actually, the current management has already started to generate many reliable inputs
through reliable events such as ICID and Lingkar Inspirasi. By organizing these events,
PPI Belanda is expected to provide reliable inputs for the development of Indonesia.
Regarding to these events, the current management has a purpose to form PPI Belanda
as a holistic organization which has a same responsibility together with its member by
producing the events together with the PPI Kotas. The same understanding of meaning is
expected to be a guideline for PPI Belanda and the Indonesian students in order to generate inputs for their nation’s development.
The new form of understanding and meaning are emerging from the definition of PPI
Belanda by its stakeholders. PPI Belanda is not only limited as a place for the Indonesian
students to gather and find information about the program studies in the Netherlands,
but it should have a united spirit in term of defining what contributions that this organization can provide for Indonesia. It is important for PPI Belanda to re-construct its vi35
sion so that the Indonesian students within PPI Belanda will have the same perspective
on what contributions that PPI Belanda can produce to its motherland.
The research shows that PPI Belanda has many members and PPI Kotas as their representatives in the cities. These internal stakeholders need to be integrated and synergized
as a holistic organization by complementing each other. The findings of this study present
that PPI Belanda needs one strong vision that can deliver its meaning to its stakeholders.
PPI Belanda needs to have a strong organizational value that can reflect the characteristics and the values of PPI Belanda to the stakeholders. In addition, the meaning of PPI
Belanda should be the platform that keeps the integration among the PPI Kotas and the
Indonesian students and as a trigger to foster the relational value and to create an emotional bonding towards to its stakeholder. In the end, the vision will be a common ground
to generate meaningful and valuable inputs to support the development of Indonesia.
The findings also reveal that the management of PPI Belanda has been aware to the
needs of developing the implementation strategies of the vision. This awareness is important to be maintained and socialized to all members of PPI Belanda. The implementation strategies of the vision will keep PPI Belanda to adapt and to cope with all the
changes that might happen in the future. To support the implementation strategies, a
good communication and relationship should be applied as the part of the strategies. A
good communication and relationship among the stakeholders is expected to provide the
awareness to the changing situation of the environment and the abilities to understand
what the members need and expect from PPI Belanda through the time.
As a result of this study, a vision for PPI Belanda through a narrative artefact has been
generated. The aims of the vision are to represent the identity of PPI Belanda, to keep the
integration among all stakeholders of PPI Belanda and to trigger the emergence imagination to the members of PPI Belanda. Along with the artefatc, several recommendations
for the development of PPI Belanda have been developed, and after these recommendations have been implemented, PPI Belanda is hoped to become an independent, reliable
and responsible organization that is able to deliver meaningful and reliable inputs to its
stakeholders and its nation Indonesia, while keeping its value with the changing times,
before the next evolution of PPI Belanda.
36
Hatta-Hatta Kecil
Small Hattas
(Bahasa Indonesia’s version)
(English’s version)
Wahai Bapak bangsa
O nation father
Jasamu, perjuanganmu
Your righteousness, your struggle
Tak lekang oleh panas
Does not ission by the heat
Tak lapuk oleh hujan
Does not obsolete by the rain
Doa sanjung terukir untukmu selalu
A lattered prayer graven always for you
Bung Hatta
Mister Hatta
Sosok panutan pelajar bangsa
A role model for a nation’s students
Bahkan segala kaum
Even for every community
Kusematkan namamu di dada, hati dan
jiwa
I peg your name in my chest, my heart and
my soul
Karena jasa dan perjuanganmu kami ada
Because of your righteousness and your
struggle we exist
Duhai Negeriku
O my country
Lahirkan Hatta-Hatta kecil di pertiwi ini
Give little Hattas birth in this homeland
Supaya kami pewarismu selalu ada di
awan pekertinya
So that we as your heirs are always below
this nature
37
‘T®¹ òÊÊÙ FÃ®½®’ (T®Ã ¥ÊÙ ¥Ã®½ù)
Jane Trapman
‘Tijd voor Familie’ (Time for family) – An intergenerational project focusing on strengthening sustainable family relationships and communities in Waalwijk and stimulating participation in cultural and arts related activities amongst the elderly. – The Artefact of the master thesis
‘Intergenerational Programs for Family Togetherness’ by Jane Trapman.
Combining different generations, in particular the elderly and children, is not the irst
thing people would do when they want to create a new concept. However, it was the main
goal of the artefact of my thesis, which was conducted for Kunstencentrum Waalwijk (a
non-pro it educational institution for music, dance, the arts, musical, and theatre). This
company noticed that the elderly population is becoming a larger part of society. In general
this phenomenon is seen as a problem mainly because of the extra costs it brings, though
there are people that take a different stance. So did I when writing the thesis. It concluded
that the elderly live nowadays in a relatively new ‘third life phase’ (life after retirement). As
it did not exist eighty years ago, they have to still investigate to ful il this stage in order to
keep themselves away from isolation and separation from the rest of society. Kunstencentrum Waalwijk wanted to develop a project that would help keeping isolation and separation absent. The intergenerational approach – combining different generations together
in an activity – seemed an interesting way to do that. My research gained insight into the
needs and values of the elderly and children with regard to cultural participation, and explored and described the exceptionality of intergenerational practices which has led to an
intergenerational concept that will eventually stimulate cultural participation amongst the
elderly. Different sources and multiple perspectives – as Imagineering learns - have been
input for this concept: desk research, expert interviews, inspiring practices, an intergenerational creative session with the elderly and grandchildren (co-creation), and a brainstorm
session with employees of Kunstencentrum Waalwijk (co-creation). As the project is based
on, it seemed having time for family and just being together is the most important aspect
for the elderly to enjoy an activity with their grandchildren. This has been combined with
arts related activities because Kunstencentrum Waalwijk’s vision is to educate and foster
people in the arts. It has been recommended to build further on the intergenerational aspects and to implement this project, which I am responsible of right at the moment.
39
T« ÊÃÖ½ø®ãù ¦Äã
Pauline Romanesco
In a hyper-connected, interactive world in which a new society is emerging, we are in need
for another kind of leader and different perspective toward leadership.
At least, that’s what I concluded in a research I did this year.
I’m Pauline Romanesco and I conducted a research in the ield of consultancy. Dol ijn Business was the application company.
As I stated in the irst paragraph of this article; the world is shifting into a hyper-connected,
interactive world in which a new society is emerging. In this society people see themselves
as unique individuals and want to be treated that way. Because of a traditional, reductive
lens used to understand the world, organizations fail to adapt to this paradigm shift. Using
a ‘complexity lens’ towards the world, our society and business, is therefore bene icial in
adapting to the new paradigm. However, this causes big challenges for the future leaders.
The world is in need of a different kind of leader, which I named the ‘complexity agent’ in
my thesis.
My research showed that in the ideal situation the complexity agent creates, or operates
in, ‘co-creative learning communities’. These are systems in which value co-creation is the
focus. Moreover, in these learning systems organizations operate in a learning mode. This
means that everybody is open to the perspectives of others, other employees, other shareholders and even the perspectives of costumers. This learning mode could be encouraged
and supported by collaboration platforms. And to enhance the level of collaboration, the
communities are characterized by a shared set of values and a strong identity.
So, how about this complexity agent? How does s/he work? What does s/he do?
A complexity agent becomes part of the system, or arises from the system. His or her interventions are rather minor, but stimulating. Moreover, s/he invites others by inspiring
them to join the movement s/he is creating. Important to understand is that every system
member can take up the role as complexity agent. A complexity agent knows when to lead
and knows when to follow.
Transforming a system is not done overnight. Carefully made interventions need to be accepted and spread by the system itself. The complexity agent ‘lives his role’. In other words,
a complexity agent uses his or her already existing strengths in transforming processes,
rather than seeing the role as a ixed set of practices which the agent should execute.
41
A complexity agent has a natural curiosity towards people and therefore is capable to see
useful connections between the system’s members. This means, the complexity agent is
able to connect different members in order to increase the co-creation. In addition, an experimental and improvising way of working is a natural way of working for the complexity
agent. This means that s/he is not afraid of making mistakes, but rather uses these as a
resource for learning. A complexity agent is also capable of using the physical environment
for interventions to initiate change. Last but not least, the complexity agent creates moments or spaces where people have the possibility to interact on an informal level.
To conclude, something I recognized in almost every observation, conversation and interview I did, the complexity agent does not have a ixed and static role. Rather, the role of the
complexity agent is interconnected with its environment in a luent and dynamic manner.
This means, when the environment changes, the role of the complexity agent changes accordingly. In addition, the complexity agent works in an improvising and experimental way.
In short, this is what my research was about. I realize that this is a lot of information in only
a few sentences. And I also recognize that I use concept, such as, ‘complexity lens’, ‘reductive lens’ or ‘co-creative learning community’. These concepts might be unfamiliar to you
and therefor confusing. So if you got excited by this text and you want to know more, send
me an e-mail. I could send you my whole thesis, or we could talk about these subjects. I love
to talk about it ;)
All the best,
Pauline Romanesco
[email protected]
p.s. I also created a video to explain the concept of the complexity agent. Find it at:
http://www.youtube.com/watch?v=wcMtk5Q2R1U
42
The complexity agent, Pauline Romanesco
HÖÖù K®Ý:
MulƟply happiness, raising opportuniƟes
Danielle Dietz
Our society is changing. This new society is interactive, hyper-connected and has new ways
of thinking. It is possible to work together in online/of line communities, share knowledge
and discuss shared experiences. One concept that is on the rise in this new society is the
community of practice (CoP). A community of practice is a group of people who share a
concern, a set of problems, or a passion about a topic, and who deepen their knowledge
and expertise in this area by interacting on an on-going basis.
With the changes in society, parenting has also changed. The purpose of parenting (raising children) did not change, however the family structure and the community structure
did change over the last 50 years. This new society offers new possibilities for parenting.
Happy Kids wants to offer something different and the changing society welcomes this way
of approach.
The research objectives of this study were to gain insight into the success factors and the
challenges of communities of practice and investigate what the needs of parents in parenting are in order to create a concept for Happy Kids that will help implement a platform for
co-creation with professionals and parents.
The data for this investigation was collected through desk research, semi-structured interviews, and participant observations. Thematic analysis was used to analyse the data. Regarding CoP, the following themes emerged: Co-ownership and Design of the environment.
Regarding parenting the theme ‘Current needs in parenting’ emerged.
After a irst brainstorm session with my commissioners, the following words came forward as representations of the collected data: Co-ownership, multiply, opportunities, and
happiness. Based on those representations the artefact that needs to trigger parents to join
a CoP in parenting start to share knowledge together in order to raise new opportunities in
parenting was developed. The artefact created is:
‘Happy Kids: Multiply happiness, raising opportunities’
Happy Kids can be the active facilitator of the CoP in Parenting. If these recommendations
are followed by Happy Kids I, as a researcher, feel con ident that both Happy Kids and parents will bene it of it.
43
W«ã ®¥ ó Ã» ®ã ãÊ¦ã«Ù?
Joana Heidinga
An Imagineering thesis on how improving engagement can enhance study success in the
irst year of the bachelor study Commercial Economics at The Hague University. The dropout rates of Commercial Economics (CE) have increased from 33,6% in 2006 to almost
50% in 2012 (Fredriksz, 2013). The Hague University has created interventions to improve
study success, but the results stay behind. Main reason is the focus on individual students
instead of on the entire learning community (Bahi, Rensen, Wijsbroek, & Zijlstra, 2012).
This thesis focusses its research on the learning community with the following problem
statement:
How can an engaged learning community be designed between students, teachers
and management in order to improve study success in the ϐirst year of college?
Joanna Heidinga
A learning community is a group of people who share a common purpose. They collaborate, respect each other and actively promote learning opportunities and the possibility
that new knowledge can be created. (Kilpatrick, Barret, & Jones, 2003). An engaged learning community is a community where teachers, students and managers share a common
purpose, collaborate and invest their time, energy and resourses to achieve the desired
outcome of the study.
To create an engaged learning community a culture of high expectations and high support
(Tinto, 2012) is essential. To sustain this community a strong and effective feedbackloop
between students, teachers and management is needed (Pittaway, 2012, Tinto, 2012). The
classroom is the locus of the community (Kuh, 2008) and should be a system of active and
collaborative learning, where partipation of all involved is standard (CCSSE, 2012).
In order to understand how an engaged learning community can be designed by the stakeholders of CE (students, teachers, management), the methodology of Positive Deviance is
used to create three World Cafés and eight interviews. They were shaped around the four
D’s of Positive Deviance: De ine, Determine, Discover and Design. The stakeholders created
the following designs:
1. Better preparation of new and current students on the subjects of CE and studying in
general
2. An excellence program with focus on high expectations, high support
3. A culture which stimulates feedback and re lection, using methods like the World
Café
45
The narrative created with these three design is based on three key principles Personal,
Challenging and Clear (Persoonlijk, Uitdagend, Duidelijk):
Commercial Economics: What if we make it together?
This narrative is the starting point for creating an engaged learning community. Entering
the dialogue, creating the opportunity to get to know each other and creating an understandable learning environment, are the tools that create engagement and study success.
Imagineering in higher education of the Netherlands is a novelty that needs time to develop. As many other big institutions, The Hague University is a complex, top-down managed organization. Creating an Imagineering concept with a large base of support needs
engagement from the entire organization on all levels. The research process of this thesis
with World Cafés was inspiring and laid the irst base of this support. Continuing this
process with more participants and over a longer time period could start a movement
that in luences all systems within the Hague University. This will not only enhance study
success and also improve engagement within the organization. An Imagineering process
takes time. Being aware of this time path and organize it as such will improve the effect and
sustainability of the process.
46
What if we make it together?, Joana Heidinga

An e-version of the booklet can be downloaded via this link.

Transcription

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