Decentralizing the Creative Self – it’s others that make designers happen.

How do designers and innovators see the unseen? By removing the self and using the eyes of others and here’s how.

In Decentralizing the Creative Self: How Others Make Creativity Possible in Creative Professional Fields the basis for evaluating the boundaries of family and friends, peers and students, clients and funders, critics and gatekeepers, and the general public who shape tacitly the capability for what is accepted is clearly articulated. Via what is designed and how these influencers act as barrier guides providing the necessary feedback for designers, a map of the paths for innovations to reach the hands of users who ultimately evolve with what is designed therefore influencing the trajectory of breakthroughs is revealed.

                               

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Design Thinking: Past, Present and Possible Futures

How is the future of design evolving to cope with the evolution of “the best way to be creative and innovate”? Here’s how.

Historically the notion of “design” thinking was clearly articulated by those in the realm of envisioning and delivering with five clear discourses or ways to describe what designers do in practice. As the evolution of these models have changed, so to has the ecosystem and those that inhabit it. In Design Thinking: Past, Present and Possible Futures many specific and clear tools for evaluating the ecosystem of change: of innovation itself. A compass has been uncovered.

                               

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Can Engineering meet creativity ? Yes to create tools to design new connections

How can 46 pieces of paper break open the doors of design perception? Here’s how.

By utilizing a model called The Design to Connect designers, engineers and managers can widen the scope of six key design drivers that challenge the heuristic of design spaces and in this explore a enumerated outcomes. The result is a more articulated ideation and goal set which generated significantly higher number of ideas, exploring a larger solution space for project success.

                               

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Developing computational design creativity systems? Possible? Yes.

Can the basis for creativity be automated to determine design success? Yes & here’s how.

By modeling the key characteristics of Besemer’s creative product semantic scale for product assessment we see three dimensions & nine attributes that can be used for judgments of what designs will make it and which won’t. In Developing computational design creativity systems the basis for such a system is outlined and presented as a roadmap and just a question of delivery.

                               

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The Gamification of Innovation

When it comes to creativity and innovation is it a game? Only when gamification is applied. Here’s why it just might effect the capability to bring true “game” changers to the users.

 

With the advent of turning creativity into a model for aggressive x vs. y team output comes the necessity to ask: is survival the model for envisioning the undefined. Memes and the scientific model require that reason and experimentation drive the creation of novel ways to solve complex end user value. In The Gamification of Innovation we see alternative models. The out come: anything but games people play rather ways to combat derailing models of distraction in getting to the meat of breakthroughs.  

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Design Leaders – how to make them

Is there a delineation between designers and managers and can there be a back and forth training? Yes and no. 

In Delineating Design Leaders we see the clear identification and breakdown of the way that design and design managers are utilized. Can there be a difference in the way that these groups operate and the way they are able to encourage each other as a mechanism for further creative output? Yes. The key is content and creation. As evidence clearly uncovers, it is design leaders, who relentlessly focus on product and operate as a profoundly design-centric function involving a ‘hands-on’ approach. These individuals provide the vision that is catalyzed by actively leading designers and broader team members to produce differentiation and rapid change in response to demanding environmental factors [ibid].

  

                    

   

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How to manage creativity? 1300 managers from 19 countries can’t be wrong

What are the key factors to managing creativity in organizations? 8 key factors and women outscored men. Why? Nurturing & the patience to birth new ideas & products. Here’s how. 

With full details and a breakdown of the way that managers respond to the consistent development of unknown areas, How is Creativity Best Managed details eight managerial competencies that elicit creativity in subordinates & ranked according to how well they predicted desirable outcomes. The most valuable of eight managerial competencies proved to be: Provides Adequate and Appropriate Resources, and specifically that women outranked men in all areas. More shocking: metrics suggest that managers lack trainable

skills that are essential for encouraging workplace creativity: they manage. 

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Hurricanes And Dolphins Getting The Most Out Of Design & Gender

What is the connection between gender and design? What are the ways gender can be used as a strategic factor in design and innovation. Here’s how. 

The functional mechanism for design and product languages is clearly detailed in

Hurricanes And Dolphins Getting The Most Out Of Design & Gender in how, by switching the product languages it was possible to highlight how gender values are connected to each design and each artifact and therefore a better connection with audiences for who products are designed. 

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Internal innovation team are internal design consultancies. How?

How are firms that focus on innovation keep the flame alive? Creating and running their own internal design consultancies. 

When research turned to the investigation of how design thinking and design consultancies are able to keep creativity as a mechanism for continued growth alive, several key metrics were developed to measure this. In Identifying Challenges for Industrial Design Consultancy Services the underpinnings of this research is identified. With this, an exact model of how to keep the flame of design alive is articulated and enumerated. 

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Want Design and Creativity? See how operating firms utilize it.

How are firms utilizing research as related to design creativity? By not ignoring the importance of innovation groups/team and their impact on a firms capability to launch

Which research in design creativity and innovation? details the underpinnings and specifics for the necessity to use an integrated approach to how design and creativity in an organization can be directly translated to ROI and quicker launch times for getting new products to market and in that a way to increase the likelihood of success in the market.

                                

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