This publication by Kathryn Best accompanied the Lector’s inauguration as head of the research group Cross-media, Brand, Reputation & Design Management (CBRD) in January 2011. The book outlines current debates around the Creative Industries, business and design education and the place of ’well being’ in society, the environment and the economy, before focusing in on the place for design thinking in creative and innovation processes, and how this is driving new applied research agendas and initiatives in education and industry.
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The creative economy is described by media entrepreneur and analyst John Howkins as ‘the fastest growing business in the world’ and reflects the growing power of ideas – and how people make money from ideas. It is driven by the view that ‘twenty-first century industries will depend increasingly on the generation of knowledge through creativity and innovation’. The activities concerned with the generation or exploitation of ideas, knowledge and information are seen by global companies and global economies as becoming increasingly important to economic, and societal, well-being – individually, locally and globally.
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When conducting research in and for the creative industries, there are a wealth of different possible research approaches that can be taken - reflecting the diverse nature of the disciplines (design, arts and crafts, advertising, architecture, fashion, film, music, TV, radio performing arts, publishing and interactive software) and academic contexts (art schools, business schools and universities) involved. The result is that there are variations in the emphasis and approach taken to how students are taught to link theory with practice, and how they view and engage with the concept ʻresearchʼ. The need for understanding and awareness of a range of approaches is critical for anyone learning about and working within design, business and the creative industries today.
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It’s clear that the e$ective management of design is a commercial necessity. It enables a company or organization to innovate, to stay in line with or ahead of the market, and to identify and cater to consumer needs. When design becomes an explicit part of the management process, it can have a greater impact on business performance and help secure a market position for the long term. However, there is growing concern that most European small and medium-size businesses (SMEs) lack su#cient grasp of the role of design and that their focus on its management is still underdeveloped. With the exception of a few small-scale case studies, there has been no substantial research into how European companies handle design. To what extent do they succeed in integrating design into their operational management? What design management skills do they actually have?
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It is often said that European companies must stop trying to compete on price and concentrate more on developing products and services that offer customers and users a high level of added value. Design is an indispensable tool for such development and innovation, and this is why the findings of this survey are cause for concern. It is not enough to encourage companies to use design; they must also develop skill in managing design. It seems risky to assume that they will eventually find their own way to design and its effective management; as an economic necessity, attention and commitment will be required from those who set business policy. The survey results suggest that improved awareness of design and the management of design will drive increased business performance within SMEs. "is would likely also trigger increased demand for effective support services to develop design management skills, and thus more jobs. One of the study’s findings is the positive correlation between increasing design management capability and positive growth. At the same time, however, cost factors are widely cited as the main obstacle standing in the way of companies implementing design management. What this indicates is that design should cease to be seen as a cost, and instead should be considered as an investment in the future. One way to improve the perception of the cost factor is to raise awareness of design’s benefits. To do this, however, it is critical to find ways to measure and therefore value design effectiveness and, once it has been implemented, to measure its success in a way that can be understood by managers. Knowledge factors also present a considerable obstacle, and as such education is a second critical success factor. "e curricula of European design courses tend to dedicate relatively little time to the development of management skills or the understanding of the business implications of design decisions. And although the attention paid to ideas such as design thinking does show some movement in the world of management, things seem to be happening rather slowly. In management courses, there is still relatively little structural focus on design, and for experienced designersóeven those with sufficient management skillsótraining in design management is rarely available. Indeed, the relative lack of training opportunities for design management begs the question: Are we making enough progress with design management as a professional field? "e gap between design management “winners” and “losers” seems rather large, and the group of companies that is left behind is comparatively too big. Progress has and is being made within the profession of design management; however, to sustain this progress, and even to turn the situation around, will require the collaborative efforts of a broader group of stakeholdersónamely, the design sector, the training and education sector, trade associations, promoters of design management honors such as the DME Award, and government bodies themselves.
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ObjectiveThe Joint Effort Initiative (JEI) is an international collaboration of clinicians, researchers, and consumer organisations with a shared vision of improving the implementation of osteoarthritis management programs (OAMPs). This study aimed to identify JEI's future priorities and guide direction. DesignA two-part international survey to prioritise topics of importance to our membership and research stakeholders. Survey one presented a list of 40 topics under 5 themes. Consenting participants were asked to choose their top three topics in each theme. A short list of 25 topics was presented in survey two. Participants were asked to rank the importance (100-point NRS scale, 100 = highest priority). Response frequency (median, IQR) was used to rank the top priorities by theme. Results Ninety-five participants completed survey one (61% female, 48% clinicians) and 57 completed survey two. The top ranked topic/s were: i. Promotion and advocacy: support training for health professionals (median 85, IQR 24). ii. Education and training: incorporating behaviour change into OAMPs (80, 16), advanced OA skills (80, 30), and integration of OA education into clinical training (80, 36). iii. Improving OAMPs delivery: regular updates on changes to best-evidence OA care (84, 24). iv. Future research: improve uptake of exercise, physical activity, and weight-loss (89, 16). v. Enhancing relationships, alliances, and shared knowledge: promote research collaborations (81, 30), share challenges and opportunities for OAMP implementation (80, 23). ConclusionsThese topics will set the JEI's research and collaboration agenda for the next 5 years and stimulate ideas for others working in the field.
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Er wordt heel wat onderzoek gedaan naar jongeren en de manier waarop ze gebruik maken van ICT. Vaak om een algemeen beeld te krijgen van wat voor media ze zo al gebruiken en hoeveel tijd ze ermee bezig zijn. Meestal wordt de kans dan niet benut om aan jongeren zélf te vragen wat hun ervaringen zijn met ICT, met name bij het leren. Hoe ze vanuit die ervaringen aankijken tegen het inzetten van ICT bij het doen van huiswerk en welke verwachtingen ze eigenlijk hebben van het gebruik van ICT op school. Vandaar dat in Australië1 en in Nederland – met steun van Kennisnet - in de afgelopen maanden onderzoek is gedaan naar de verwachtingen en de ervaringen van studenten, leerlingen en jonge, startende leraren met betrekking tot het leren met ICT in het onderwijs. Dit artikel beschrijft de belangrijkste resultaten van dit onderzoek.
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In this paper, we test path models that study the interrelations between primary health careprovider attitudes towards working with drinkers, their screening and brief advice activity, and theirreceipt of training and support and financial reimbursement. Study participants were 756 primaryhealth care providers from 120 primary health care units (PHCUs) in different locations throughoutCatalonia, England, The Netherlands, Poland, and Sweden. Our interventions were training andsupport and financial reimbursement to providers. Our design was a randomized factorial trial withbaseline measurement period, 12-week implementation period, and 9-month follow-up measurementperiod. Our outcome measures were: attitudes of individual providers in working with drinkers asmeasured by the Short Alcohol and Alcohol Problems Perception Questionnaire; and the proportion ofconsulting adult patients (age 18+ years) who screened positive and were given advice to reduce their alcohol consumption (intervention activity). We found that more positive attitudes were associated with higher intervention activity, and higher intervention activity was then associated with more positive attitudes. Training and support was associated with both positive changes in attitudes and higher intervention activity. Financial reimbursement was associated with more positive attitudesthrough its impact on higher intervention activity. We conclude that improving primary health careproviders’ screening and brief advice activity for heavy drinking requires a combination of trainingand support and on-the-job experience of actually delivering screening and brief advice activity.
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A long time ago, well before the COVID-19 pandemic, a sad, dark thing clawed its way into our social media feeds: depression memes. These memes, shared on social platforms such as Instagram, Twitter, Reddit, 4chan, and TikTok, date back to as early as 2016, although it’s hard to tell precisely. What we do know is that people (meme makers) have been saying to their audience (users with or without clinical depression and/or anxiety symptoms) that it’s okay to feel horrible and that if our therapist asks ‘What do we do when we feel this way?’ we do not reply ‘Add to cart’. The online world has given us clearance to lift the taboo (slightly) on mental health issues while simultaneously educating some boomers along the way, resulting in many users using memes ever since as the life raft they can be.
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