Community member post by Sawsan Khuri and Stefan Wuchty
As team science gains momentum, we present this glossary to standardize definitions for the most frequently used terms and phrases in the science of team science literature, and to serve as a reference point for newcomers to the field. Source material is provided where possible. Continue reading →
How can we design new services or strategies when the participation of marginalized stakeholders is vital to ethicality? How can we liberate people’s creativity so we can move from incremental improvements to more fundamental change?
To answer these questions, I have brought together insights from Russ Ackoff and Werner Ulrich to develop a new method that I call Critical Back-Casting.
Russ Ackoff, writing in the 1980s, is critical of organizations that focus on incremental improvements without ever asking whether they are doing the right thing in the first place. Thus, they are at risk of continually ‘improving’ the wrong thing, when they would be better off going for a more radical redesign. Ackoff makes two far-reaching prescriptions to tackle this problem. Continue reading →
Why does the theory and practice of co-creation need to be informed by systems thinking? Co-creation without a thorough understanding of systems thinking can be deeply problematic. Essentially, we need a theory and practice of systemic co-creation.
Three key things happen in any co-creation:
It is necessary for a diversity of perspectives to engage.
There is the synergistic innovation that results from this engagement.
The innovation is meaningful in a context of use.
This is already a systemic definition, up to a point: parts (perspectives) are engaged in a whole (a dialogue or other form of collective engagement) that generates an emergent property (synergistic innovation), which is meaningful in context (it is useful).
However there are three problems with this, and they point to the need for a deeper form of systems thinking. Continue reading →