Educational programs teaching entrepreneurial behaviour and knowledge are crucial to a vital and healthy economy. The concept of building a Communities of Practice (CoP) could be very promising. CoP’s are formed by people who engage in a process of collective learning in a shared domain of human endeavour (Wenger, McDermott and Snyder, 2002). They consist of a group of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. Normally CoP’s are rather homogeneous. Saxion institute Small Business & Retail Management (SB&RM) started a CoP with entrepreneurs September 2007. Typical in the this community, are the differences between the partners. The Community consists of students, entrepreneurs and members of an institution for higher education. They have different characteristics and they don’t share the same knowledge. Thus, building long-lasting relations can be complicated. Solid relations for longer periods are nevertheless inevitable in using CoP as a mean in an educational concept that takes approximately 4 years. After one year an evaluation took place on the main aspects of a lasting partnership. The central problem SB&RM in Deventer faces is to design the CoP in a way possible members will join and stay for a longer period and in a way it ensures entrepreneurial learning. This means important design characteristics have to be identified, and the CoP in Deventer has to be evaluated to assess whether it meets those design characteristics in an effective and efficient way. The main target of the evaluation is to determine which key factors are important to make sure continuity in partnership is assured and entrepreneurial learning is best supported. To solve the problem, an investigation on how a CoP works, what group dynamics take place, and how this can be measured has to be conducted. Furthermoreusing the CoP as a tool for entrepreneurship means key aspects of entrepreneurial learning have to be identified. After that the CoP in Deventer has to be examined on both aspects. According to literature CoP’s define themselves along three dimensions: domain (indicating what is it about), community (defining how it functions), and practice (indicating what capabilities it has produced) (Wenger, 1998). This leads to meaningful, shared and coordinated activities (Akkerman et al, 2007): Key aspects of a successful CoP lie in both hard and soft sides of creating a partnership. It means on one hand a CoP has to deal with defining their own overall vision, formulating long term goals and targets on the short term. They have to formulate how to achieve those targets and create meaningful activities (reification). On the other hand a CoP has to deal with relations, trust, norms and values (participation). Reification and participation as design characteristic can provide indicators on which the CoP in Deventer can be evaluated. A lasting partnership means joining the CoP and staying. Weick provides us with a suitable model that enables us to do research and evaluate whether the CoP in Deventer is successful or not, Weick’s model of means convergence. To effectively ensure entrepreneurial learning the process in the CoP has to provide or enable actionoriented forms through Project-based activity, accompanied by reflection, with high emotional exposure (or cognitive affection) preferably caused by discontinuities to be suitable as a tool in entrepreneurial learning. Furthermore it should be accompanied by the right preconditions to work effectively and efficiently. The evaluation of the present CoP in Deventer is done by interviewing all participants at the end of the first year of the partnership. In a structured interview, based on literature studies, all participants were separately questioned
MULTIFILE
One of the aims of the TALENTS-project is to create (interdisciplinary) learning communities in which engineering professionals, students, teachers, and researchers can learn together and collaborate as equal partners, within the context of authentic challenges, starting from their individual learning goals. To what extent are partners willing to participate in this partnership and under which conditions do they consider it to have added value? We conducted individual interviews with engineering students (N=11), teachers (N=12) and professionals (N=10) about what they require to participate in the learning community, employing epistemic, spatial, instrumental, temporal, and social elements of learning environments. We also inquired which resources participants were willing to invest. Data were summarized on group level in a within-group matrix, following these elements. Next, we employed a cross-group analysis, focusing on commonalities and differences. The most striking results were found in the epistemic, social, and instrumental elements. Respondents have similar needs when it comes to improving dialogue to formulate a challenge. However, professionals prefer to have more influence on formulating this challenge and its output, whereas teachers wish to focus on students’ development. Students wish to co-create with partners and they place importance on matching students with a challenge that aligns with their educational background and personal interest. To create an environment based on equality, students need traditional roles of teachers, clients, and students to be less apparent. Ultimately, almost all respondents are willing to co-operate as equal partners in the learning community because they can see it leads to added value.
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It is VHL’s mission to train high-quality, committed and innovative professionals who con-tribute to a more sustainable world , and who are able to organize and manage multi-stakeholder processes for sustainable change: graduates with transdisciplinary competences. Secondly, VHL aims to contribute to the SDG-agenda by linking its education and applied research to eight particular SDGs of which Resilient Communities is one. However, to operationalize SDGs in practice, and aligning targets and strategies of different stakeholders is difficult: ‘resilience’ and ‘sustainability’ refer to ‘wicked problems’ for which no definitive problem formulation, nor clear-cut solutions exist. Addressing wicked problems like ‘resilience’ and ‘sustainability’ requires transdisciplinary collaboration to manage and transform divergent values and conflicting interests, and to co-create sustainable innovations. This HBO postdoc views the 17 SDGs as a compass to align targets and strategies of citizens, government, civil society organizations, private sector and knowledge institutes who collaborate in Living Labs of VHL focusing on resilient communities/regions. Through spiraling action-reflection cycles, stakeholders will use the SDG compass to make success mechanisms, obstacles and trade-offs visible, assuming they stay engaged to overcome difficulties to improve interventions and innovations; this is expected to result in adapted sustainability practices and lessons learned on reaching community resilience. The postdoc’s aim is two-fold highlighting the link between research and education: (1) Design a methodology to integrate SDGs effectively in VHL’s applied research: using the SDGs as compass to improve performance and outcomes of transdisciplinary collaborations. (2) Develop a Roadmap for transdisciplinary education at course, curriculum, and institutional level with SDGs as compass. Future graduates require the competence to work together with others outside one own’s discipline, institute, culture or context. Living Labs offer a suitable learning environment to develop this competence
SOCIO-BEE proposes that community engagement and social innovation combined with Citizen Science (CS) through emerging technologies and playful interaction can bridge the gap between the capacity of communities to adopt more sustainable behaviours aligned with environmental policy objectives and between the citizen intentions and the real behaviour to act in favour of the environment (in this project, to reduce air pollution). Furthermore, community engagement can raise other citizens’ awareness of climate change and their own responses to it, through experimentation, better monitoring, and observation of the environment. This idea is emphasised in this project through the metaphor of bees’ behaviour (with queens, working and drone bees as main CS actors), interested stakeholders that aim at learning from results of CS evidence-based research (honey bears) and the Citizen Science hives as incubators of CS ideas and projects that will be tested in three different pilot sites (Ancona, Marousi and Ancona) and with different population: elderly people, everyday commuters and young adults, respectively. The SOCIO-BEE project ambitions the scalable activation of changes in citizens’ behaviour in support of pro-environment action groups, local sponsors, voluntary sector and policies in cities. This process will be carried out through low-cost technological innovations (CS enablers within the SOCIO BEE platform), together with the creation of proper instruments for institutions (Whitebook and toolkits with recommendations) that will contribute to the replication, upscaling, massive adoption and to the duration of the SOCIO-BEE project. The solution sustainability and maximum outreach will be ensured by proposing a set of public-private partnerships.For more information see the EU-website.
