scholarly journals Elevating Art Thinking to a Fine Art

2018 ◽  
Author(s):  
Peter Robbins
Keyword(s):  
Design Thinking ◽  
Deep Understanding ◽  
Innovation Process ◽  
Fine Art ◽  
Visual Artists ◽  
The Arts ◽  
Current Scenario ◽  
Economic Collapse ◽  
New Perspective ◽  
Thinking Tools

This article uses a contemporary and revelatory case study to explore the relationship between three conversations in the innovation literature: design thinking, creativity in strategy and, the emerging area of art-thinking. Businesses are increasingly operating in a VUCA environment where they need to design better experiences for their customers and better outcomes for their firm and the Arts are no exception. Innovation, or more correctly growth through innovation, is a top priority for business and although there is no single, unifying blueprint for success at innovation, design thinking is the process that is receiving most attention and getting most traction.  Design thinking teaches businesses to think with the creativity and intuition of a designer; to show a deep understanding of; and have empathy with the user.  But design thinking has limitations. By placing the consumer at the very heart of the innovation process, design thinking can often lead to more incremental than radical ideas.  Now there is a new perspective emerging, art-thinking, in which the objective is not to design a journey from current scenario; A to improved position: B.  Art thinking requires the creation of B and spends more time in the open ended, problem space, staking out possibilities and looking for uncontested space. In Dublin, we examine a case of the oldest, largest and most prestigious fine art gallery and studio where most of the country’s best-known and successful visual artists both make, exhibit and sell their art.  Graphic Studio Dublin is primarily a printmaking studio, established by artists over 60 years ago. It has facilities for woodblock, lino-print, silkscreen, intaglio and carborundum etching spread over four floors of a centrally located studio where the artists have access 24/7.  But two years ago it found itself on the brink of collapse having borrowed heavily to invest in new facilities during the period of Ireland’s economic collapse.  Its loans were sold to a vulture-fund who were about to foreclose in a move that would have seen a generation of Irish Artists displaced.  A new board of directors was empaneled and they introduced some art thinking principles to bring the organisation back from the brink.  They used an art-thinking mindset and design thinking tools to restore the fortunes of this venerable, artist-led institution and it worked.

scholarly journals From Design Thinking to Art Thinking with an Open Innovation Perspective—A Case Study of How Art Thinking Rescued a Cultural Institution in Dublin

2018 ◽  
Vol 4 (4) ◽  
pp. 57 ◽  
Author(s):  
Peter Robbins
Keyword(s):  
Design Thinking ◽  
Single Case ◽  
Deep Understanding ◽  
Innovation Process ◽  
Optimal Position ◽  
Innovation Activities ◽  
The Arts ◽  
Current Scenario ◽  
New Perspective

This article uses a contemporary and revelatory case study to explore the relationship between three conversations in the innovation literature: Design Thinking, creativity in strategy, and the emerging area of Art Thinking. Businesses are increasingly operating in a VUCA environment where they need to design better experiences for their customers and better outcomes for their firm and the Arts are no exception. Innovation, or more correctly, growth through innovation, is a top priority for business and although there is no single, unifying blueprint for success at innovation, Design Thinking is the process that is receiving most attention and getting most traction. We review the literature on Design Thinking, showing how it teaches businesses to think with the creativity and intuition of a designer to show a deep understanding of, and have empathy with, the user. However, Design Thinking has limitations. By placing the consumer at the very heart of the innovation process, Design Thinking can often lead to more incremental, rather than radical, ideas. Now there is a new perspective emerging, Art Thinking, in which the objective is not to design a journey from the current scenario, A, to an improved position, A+. Art Thinking requires the creation of an optimal position B, and spends more time in the open-ended problem space, staking out possibilities and looking for uncontested space. This paper offers a single case study of a national arts organisation in Dublin facing an existential crisis, which used an Art Thinking approach successfully to give a much-needed shot in the arm to its commercial innovation activities.

scholarly journals A game to teach and apply design thinking for innovation

2021 ◽  
Vol 9 (3) ◽  
pp. 557-587
Author(s):  
Ana Paula Kloeckner ◽  
Jonatas Ost Scherer ◽  
José Luís Duarte Ribeiro
Keyword(s):  
Learning Environment ◽  
Serious Games ◽  
Design Thinking ◽  
Deep Understanding ◽  
Innovation Process ◽  
Active Participation ◽  
Learning Objectives ◽  
Holistic View ◽  
Methods And Techniques ◽  
The Difference

Objective: Develop and apply a game to facilitate the use of design thinking for innovation.Method: The construction of the game was based upon the Constructivism Theory. The game was developed following the steps of: (i) understanding the target audience and the context; (ii) defining learning objectives; (iii) structuring the experience; (iv) identifying resources and applying gamification elements; (v) evaluation. Originality/Relevance: Design Thinking emerges as an alternative to improve the innovation process in companies. To facilitate this innovation process, this paper presents a game, through its development and application, based on the principles and stages of Design Thinking, focusing on difficulties of its implementation.Results: The game provides an iterative passage through all stages of the design thinking, giving a holistic view of the process, starting with a deep understanding of the problem, and coming to a design solution.Social / management contributions: The results of the game application have shown its potential to: (i) ease teamwork, avoiding negative discussions and providing active participation from all students; (ii) lead to insight generation in a comprehensible way, making clear the difference between insights and ideas; (iii) simplify the use of inspiring methods and techniques (such as Persona, Empathy Map and Napkin Pitch); (iv) develop creative confidence; (v) provide a pleasant and motivating learning environment for collaborative multidisciplinary work.Theoretical/Methodological contributions: The game provides a method for building serious games and the game as a method of applying Design Thinking for Innovation.

Why Is Safe Science Good Science?

2018 ◽  
Author(s):  
Camilla Kao ◽  
Che-I Kao ◽  
Russell Furr
Keyword(s):  
Decision Making ◽  
Design Thinking ◽  
Good Science ◽  
Safety Issues ◽  
Safety Requirements ◽  
The Arts ◽  
Hands On ◽  
Obvious Benefit ◽  
New Ideas

In science, safety can seem unfashionable. Satisfying safety requirements can slow the pace of research, make it cumbersome, or cost significant amounts of money. The logic of rules can seem unclear. Compliance can feel like a negative incentive. So besides the obvious benefit that safety keeps one safe, why do some scientists preach "safe science is good science"? Understanding the principles that underlie this maxim might help to create a strong positive incentive to incorporate safety into the pursuit of groundbreaking science.<div><br></div><div>This essay explains how safety can enhance the quality of an experiment and promote innovation in one's research. Being safe induces a researcher to have <b>greater control</b> over an experiment, which reduces the <b>uncertainty</b> that characterizes the experiment. Less uncertainty increases both <b>safety</b> and the <b>quality</b> of the experiment, the latter including <b>statistical quality</b> (reproducibility, sensitivity, etc.) and <b>countless other properties</b> (yield, purity, cost, etc.). Like prototyping in design thinking and working under the constraint of creative limitation in the arts, <b>considering safety issues</b> is a hands-on activity that involves <b>decision-making</b>. Making decisions leads to new ideas, which spawns <b>innovation</b>.</div>

Arts Nonprofits—Associations and Agencies: A Literature Review

2019 ◽  
Vol 4 (4) ◽  
pp. 1-63
Author(s):  
Robert A. Stebbins
Keyword(s):  
Social World ◽  
Fine Art ◽  
Art World ◽  
Artistic Development ◽  
Public Benefits ◽  
The Arts ◽  
Or Groups ◽  
Dance Clubs ◽  
Financial Base ◽  
Selection Of

AbstractAn association is “a relatively formally structured nonprofit group that depends mainly on volunteer members for participation and activity and that primarily seeks member benefits, even if it may also seek some public benefits” (Smith, Stebbins, & Dover, 2006, p. 23). The arts that give birth to these organizations can be classified as either fine art or entertainment art. Every art association is embedded each in its own art world and its own social world. Members of these association are mostly amateurs or hobbyists in their art.Publications on arts-related amateur, hobbyist, professional, and mixed-member associations are reviewed. Their prime mission is to foster, present, and sometimes chronicle the art that its members prize. Many of these works report on the structure of the associations as well as on the recruitment, artistic development, deployment of artists, dissemination of their art, and retention of their members. Also reviewed is a selection of publications bearing on what could be called “arts consumption clubs,” or groups such as book clubs, dance clubs, and jazz clubs established to generate interest in a given art. Some of the publications reviewed center on associational management, use of volunteers, and financial base of the group.

Design thinking tools empower teachers to spread CPR training in school. The EL ABC que Salva Vidas program

Resuscitation ◽  
2015 ◽  
Vol 96 ◽  
pp. 84-85
Author(s):  
Clint Jean Louis ◽  
Diego Reyero Diez ◽  
Carlos Beaumont Caminos ◽  
Fermina Beramendi Garciandia ◽  
José Roldan Rámirez ◽  
...  
Keyword(s):  
Design Thinking ◽  
Cpr Training ◽  
Thinking Tools

Is Co-working Increase Survivability? Study on how Collaborating and Networking Facilitates Open Innovation Process for Startups

2020 ◽  
Vol 7 (2) ◽  
pp. 68-75
Author(s):  
Elissa Dwi Lestari
Keyword(s):  
Open Innovation ◽  
Deep Understanding ◽  
Innovation Process ◽  
Future Research ◽  
Innovation Ecosystem ◽  
Quantitative Studies ◽  
Multiple Case ◽  
Start Ups ◽  
Community Manager

Startups, as they are bounded to their liabilities of newness and smallness, need to collaborate extensively with their external partners through the open innovation process. This study aims to depict Co-working space's pivotal role in building up a working innovation ecosystem that facilitates open innovation for startups. To get a more deep understanding of the phenomena, this study used an exploratory study based on three case studies of Co-working spaces operated in the Jakarta region. The study shows that the open innovation process among startups is not naturally existed, but instead, it is purposefully designed by the role of a community manager who acts as the ecosystem catalyst. The community manager becomes the ecosystem enablers that facilitate the networking process by connecting members. As a result, these activities will help the emerging of mutual connection and collaboration processes among members that empower open innovation among startups members. The multiple-case design makes the study conclusions might be difficult to generalize. Future research, including quantitative studies, will help the conclusions examination and the knowledge enrichment of start-ups' open innovation process. This paper will enrich the knowledge concerning how Co-working spaces member seizing opportunities that lead to the open innovation process.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

scholarly journals DESIGN THINKING: CONCEPTUAL FRAMEWORK, ADVANTAGES AND RESTRICTIONS

2021 ◽  
pp. 43-48
Author(s):  
Sytnik N.
Keyword(s):  
Corporate Culture ◽  
Design Thinking ◽  
Team Building ◽  
Deep Understanding ◽  
Customer Experience ◽  
Organizational Goals ◽  
Innovative Products ◽  
Creative Abilities ◽  
Stanford Model ◽  
Tools And Techniques

The need to develop competitive innovative products and services encourages modern organizations to search for new ways to enhance the creative abilities of their personnel. Design thinking is one of the promising tools to elaborate organi-zational potential in generating ideas and developing new products which satisfy customer requirements to the most extent. Over last years design thinking has been developed as a practically­oriented approach aimed at solving customer problems. Within the frame of design thinking, deep understanding of their values, reactions, experience in interaction with the company and behavioral habits serves as a basis for focused ideation, fast prototyping and testing. Although the key characteristics, main stages, tools and techniques of design thinking are well established in the literature, far less attention has been paid to the restrictions and conditions of design thinking application within organizational environment. These issues determined the purpose of the study. First, the paper considered the evolution of the term design thinking, as well as portfolio of its tools and techniques applied at different stages of design thinking process. Further, the advantages, restrictions and conditions of design thinking application were specified. Design thinking allows to achieve 1) externally oriented organizational goals: development of innovations, improvement of products and services in accordance with customer needs, better interaction with customers; 2) internally oriented organizational goals: development of staff experience and creative abilities, team building and enchancing a creative corporate culture. The restrictions of design thinking implementation related to its key features (focus on customer experience, fast ideation, prototyping and testing) were established. Important conditions for design thinking implementation are as follows: understanding and taking into account its restrictions, introduction of a flexible format for design sessions, and formation of design teams in accordance with the experience, competencies and thinking style of their participants. Thus, design thinking is a useful approach for development of customer­oriented innovative solutions, although it should not be considered as a universal tool for solving all organizational problems.Keywords: design, design thinking, creativity, customer experience, Stanford model, «wicked» problems, design thinking techniques. Дизайн­мислення є перспективним напрямом дослідження для науковців і фахівців із менеджменту, ураховуючи позитивний досвід його використання і зростаючу популярність серед провідних компаній світу. Нині відомі характерні риси, етапи, інструменти та техніки дизайн­мислення, однак малодослідженим залишається питання щодо меж практичного застосування цього підходу, його переваг і недоліків. У статті виявлено переваги дизайн­мислення, зокрема: оперативне вдосконалення продуктів і послуг відповідно до потреб клієнтів, тімбілдинг, новий досвід і розвиток креативних здібностей персоналу, формування креативної корпоративної культури. Для успішного застосування дизайн­мислення під час організації дизайн­сесій необхідно враховувати його обмеження, упроваджувати гнучкий формат дизайн­сесій та підбирати учасників дизайн­команд за досвідом, компетенціями і стилем мислення. Ключові слова: дизайн, дизайн­мислення, креативність, клієнтський досвід, Стенфордська модель, wicked­проблеми, техніки дизайн­мислення.

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