What would Dutch society lose if the Tourism and Recreation sector does not survive and what is needed to preserve its societal value and, preferably even, enhance this value? In this report a combination of methods is used to answer the research question: a literature study, case studies, and a survey among entrepreneurs. A substantial number of scientific articles, advisory reports and conference contributions were analysed in various contexts and for different forms of T&R. In the literature study societal contributions were brought together in a structured manner. The cases reflect the breadth of the sector and serve as good examples of how the sector achieves its societal value, but they also illustrate the challenges. The survey produced several insights. Respondents were asked, for instance, to indicate for each societal value whether they saw a positive, negative or no contribution of the sector. By means of a points system a top 25 was composed and put into a table., this table was used to structure the findings from the study.
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In a rapidly evolving world, the need for innovative approaches to societal challenges is more critical than ever. As partners of the Network Applied Design Research (NADR), we believe that applied design research can be a promising approach for addressing complex issues in many domains, such as health-care, digital media, and urban sustainability. But what makes applied design research such a power-ful force for societal change? And how can designers move beyond mere problem-solving to create lasting impact? To discuss this, NADR applies an annual knowledge cycle where researchers submit contributions that are mutually reflected upon. The contributions you can read in these preceedings are the result of such a knowledge-sharing process. The twenty-one contributions are divided into four themes, each addressing a different dimension of the issue at hand. Contributions in part 1 – Connecting System Levels - emphasise the relationship between small-scale interventions and large-scale change. Contributions in part 2 - Theory of Change - examine how change processes actually take place. Contributions in part 3 - Balancing Different Worldviews - address the unique perspective that each stakeholder involved contributes. And contributions in part 4 - Beyond Solutionism - discuss whether it is at all possible to develop ready-made ‘solutions’ to the complex challenges we are facing.
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Transitions can be facilitated through collective networked action, moving from coordinated learning towards more forceful interventions. This coordinated effort is challenging in more extended learning and innovation networks. Creating and maintaining an overview of activities within such a network and connecting them to a common cause can be a powerful approach. A tool named MissionMapping was developed in an iterative process in applied co-design research. With the tool, we intend to allow for a more holistic perspective when navigating the activities of the network related to the transition by working towards more of an overview of the questions and activities within the network. This article describes three cases in which MissionMapping was applied to facilitate synergy in networks of people collaborating on societal challenges. A cross-case analysis was done to develop insights on how MissionMapping supports the synergy of goals and projects within societal challenges. MissionMapping allows participants to build their mission landscape. They combine individual activities to create shared territories. The tool was developed in an iterative process. In the three cases, different versions of the tool were used during live workshops. After the cases and applying MissionMapping in other cases, the tool results in a flexible set that can be adapted to different purposes for a workshop and adopted by others who like to apply the tool. The article presents insights resulting from a cross-case analysis of applying the MissionMapping tool. One insight was that it is difficult to keep track of adjustments over time when the network dynamics change. Additionally, we found that while preparing the workshop, adjusting and printing the tiles cost time and are not easily transferable to others who might be interested in applying the tool. Navigating the mission resulted in increased enthusiasm for the topic at hand. The form factor also seems to contribute to a sense of agency. However, the increased agency does not automatically transfer to actions, as organisations are often inflexible. MissionMapping stimulates the development of a shared language through the landscape metaphor. This helps to cross boundaries in multidisciplinary networks. Capturing and transferring insights visually and digitally was quite challenging. Further exploration is needed to find an effective method. It is difficult to capture the impact of the MissionMaps and requires monitoring over time. For now, we conclude that it benefits collaboration, creates overviews in complex networks, and may fuel idea generation.
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Designers are increasingly collaborating with various stakeholders to address complex societal challenges. These challenges often require a codesign approach, where differ-ent actors with diverse perspectives and experiences unite to explore innovative ave-nues for change. Such collaboration requires empathy between the actors to under-stand each other’s perspective better in their interactions. This paper aims to assist so-cial designers in orchestrating such empathic codesign processes by introducing an Em-pathic Journey framework. This conceptual and practical framework is based on em-pathic design theory and three design cases which used Virtual Reality for perspective exchange between actors. The framework addresses the importance of integrating an emotional spark through immersion and the necessity of embedding immersive experiences in a larger journey.
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Learning objects are bits of learning content. They may be reused 'as is' (simple reuse) or first be adapted to a learner's particular needs (flexible reuse). Reuse matters because it lowers the development costs of learning objects, flexible reuse matters because it allows one to address learners' needs in an affordable way. Flexible reuse is particularly important in the knowledge economy, where learners not only have very spefic demands but often also need to pay for their own further education. The technical problems to simple and flexible are rapidly being resolved in various learning technology standardisation bodies. This may suggest that a learning object economy, in which learning objects are freely exchanged, updated and adapted, is about to emerge. Such a belief, however, ignores the significant psychological, social and organizational barriers to reuse that still abound. An inventory of these problems is made and possible ways to overcome them are discussed.
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Voortdurende maatschappelijke veranderingen en uitdagingen vragen om samenwerking en een leven lang ontwikkelen. Vaak gebeurt dit in learning communities (innovatieve leerwerkomgevingen) waar organisaties grensoverstijgend samenwerken aan complexe vraagstukken. Bruggenbouwers (brokers) hebben een sleutelpositie in het ontwikkelen van deze learning communities om mensen en organisaties met elkaar te verbinden. Een veelzijdige rol die zich moeilijk laat definiëren. Bovendien voorzien organisaties niet altijd bewust in ondersteuning en ontwikkeling van deze bruggenbouwers. Op basis van een mixed-methodsbenadering voorziet dit onderzoek in de behoefte van een generieke rolbeschrijving met zeven vaardigheden. Hierbij wordt de invloed van kennis, ervaring en persoonskenmerken belicht. Bruggenbouwers werken intersectoraal over grenzen van organisaties heen en ondersteunen betrokken professionals en organisaties in hun samenwerking door politiek bewust en strategisch te handelen. Zij stimuleren kennisdeling en vertalen kennis naar diverse betrokkenen en contexten en onderzoeken daarbij de beroepspraktijk systematisch. Deze rolbeschrijving en de gewenste ondersteuning hierin biedt concrete handvatten om bruggenbouwers beter te selecteren, te waarderen en ook gerichter te investeren in hun professionele ontwikkeling. Deze investering is van cruciaal belang omwille van de katalyserende werking van de rol als bruggenbouwer om het voortdurend leren en ontwikkelen bij organisaties mogelijk te maken
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poster voor de EuSoMII Annual Meeting in Pisa, Italië in oktober 2023. PURPOSE & LEARNING OBJECTIVE Artificial Intelligence (AI) technologies are gaining popularity for their ability to autonomously perform tasks and mimic human reasoning [1, 2]. Especially within the medical industry, the implementation of AI solutions has seen an increasing pace [3]. However, the field of radiology is not yet transformed with the promised value of AI, as knowledge on the effective use and implementation of AI is falling behind due to a number of causes: 1) Reactive/passive modes of learning are dominant 2) Existing developments are fragmented 3) Lack of expertise and differing perspectives 4) Lack of effective learning space Learning communities can help overcome these problems and address the complexities that come with human-technology configurations [4]. As the impact of a technology is dependent on its social management and implementation processes [5], our research question then becomes: How do we design, configure, and manage a Learning Community to maximize the impact of AI solutions in medicine?
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Recent advances in digital technologies profoundly influence our daily lives and work. While enabling solutions to societal issues, these technologies also demand new knowledge and skills from professionals. An increasingly common way for organizations to address this issue is to set up learning communities as a space in which (future) professionals of different backgrounds can work, learn, and innovate together. The CLIC-IT project explores how public-private learning communities can foster learning, collaboration, and innovation among participants and develop supportive methods and tools. One challenge faced by learning communities is making value creation and impact visible and enhancing it. To facilitate a dialogue on value creation and the mechanisms that produce value, we developed a serious board game. The game allows learning community participants to identify individual and collective mechanisms ofvalue creation and fosters discussion on the collaboration’s value. The workshopincludes a brief introduction, followed by gameplay to experience the game’s potential firsthand. Subsequently, the game experience will be discussed, and feedback will be collected to use for further refinement. Participants will walk away with an increased sense of the underlying mechanisms for value creation in interorganizational collaborations and new ideas to advance value creation in their own projects.
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In this policy brief we recommend that in order to face numerous societal challenges such as migration and climate change, regional governments should create a culture of innovation by opening up themselves and stimulate active citizenship by supporting so called Public Sector Innovation (PSI) labs. These labs bring together different types of stakeholders that will explore new solutions for societalchallenges and come up with new policies to tackle them. This method has been developed and tested in a large EU funded research project.
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In this article, we describe the emergence of a new Finance course in line with the concept of the Societal Cost-Benefit Analysis (SCBA). By means of an in-depth case study, we reconstruct the process of dissatisfaction and corresponding discussions among lecturers and students of the Master Integrated Care Design with regard to the learning aims and content of the Finance course, which is a study module of this master. During the period 2015-2021, the aims and content of this module were revised and remoulded several times in order to define a Finance course that was able to both sufficiently and creatively connect the domain of Integrated Care with that of Finance. In this process of reiterating revision both lectures and students played a crucial role. The ultimate result – the indicative Societal Cost-Benefit Analysis – was unexpected and unplanned, producing an outcome that surpassed the sum of its separate parts. In short, the process, as we describe in this case study, bears all the hallmarks of emergence. Moreover, the analysis shows how this process of emergence in combination with emergent leadership led to a practicable and encouraging outcome, which satisfied and committed all stakeholders, setting an example that is worth following.
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