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E-raamat: Information, Knowledge and Agile Creativity [Wiley Online]

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  • Formaat: 288 pages
  • Ilmumisaeg: 01-Oct-2019
  • Kirjastus: ISTE Ltd and John Wiley & Sons Inc
  • ISBN-10: 1119663318
  • ISBN-13: 9781119663317
Teised raamatud teemal:
  • Wiley Online
  • Hind: 174,45 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
Information, Knowledge and Agile CreativitySuurem pilt
  • Formaat: 288 pages
  • Ilmumisaeg: 01-Oct-2019
  • Kirjastus: ISTE Ltd and John Wiley & Sons Inc
  • ISBN-10: 1119663318
  • ISBN-13: 9781119663317
Teised raamatud teemal:
Wiley Online e-raamatudRohkem infot Wiley Online kohta
Raamatu kodulehekülg: https://onlinelibrary.wiley.com/doi/book/10.1002/9781119663317

Information, Knowledge and Agile Creativity will enlighten entrepreneurs, and is ideal for facilitating an organization’s ability to react and adapt to its environment.

Creativity is a system that engenders innovation. While integral at the conception stage, it is also important before and after this phase. This book offers a collection of tools, as well as a methodology, to estimate the agility of an organization to generate and transform ideas into solutions that are not only new but also adapted to their users.

To this end, this book presents strategic foresight and problem comprehension methods; tools of sharing and visual information formatting; animation tips for creativity workshops; techniques for generating ideas; and tools for visualizing and mapping ideas, information, and knowledge.

Introduction ix
Chapter 1 Creativity for Innovation
1(28)
1.1 Definitions of creativity
2(4)
1.2 The different forms of innovation
6(14)
1.2.1 Incremental innovation and radical innovation
7(1)
1.2.2 Innovation from the bottom up
8(3)
1.2.3 Disruptive innovation from the top down
11(2)
1.2.4 Innovation by market extension
13(4)
1.2.5 Some other forms of innovation
17(3)
1.3 The metaphor of the fighter plane to link creativity and innovation
20(7)
1.3.1 The OODA loop
20(3)
1.3.2 The space for imagined aerial maneuvers
23(4)
1.4 Conclusion
27(2)
Chapter 2 Recognizing and Questioning the Problem
29(28)
2.1 Understanding and reformulating a problem
29(8)
2.1.1 A series of very simple questions
30(3)
2.1.2 Questioning problems with multiple interpretations
33(3)
2.1.3 The creation of concepts related to the problem or situation
36(1)
2.2 The ideal final result and resources
37(9)
2.2.1 The ideal final result
37(6)
2.2.2 Start by considering a closed world
43(2)
2.2.3 The balance of available resources
45(1)
2.3 The levels of understanding and frameworks of a problem
46(7)
2.3.1 The levels of scale of an understanding
47(1)
2.3.2 Frameworks characterizing the treatment of a problem
48(1)
2.3.3 The division of frames and related issues
49(3)
2.3.4 The benefit of this division and these questions
52(1)
2.4 Conclusion
53(4)
Chapter 3 Monitoring and the Intelligence Cycle
57(42)
3.1 Monitoring and its forms
57(7)
3.1.1 The main steps in a monitoring process
58(1)
3.1.2 Monitoring according to their location, users and objectives
59(1)
3.1.3 Digital, punctual and continuous monitoring
60(2)
3.1.4 The practice of monitoring expressed in the form of metaphors
62(2)
3.2 Information search and search engines
64(7)
3.2.1 Keywords and strings
65(1)
3.2.2 Relevant search engine responses
66(3)
3.2.3 Choosing and searching on search engines
69(2)
3.3 Keywords and search engine searches
71(8)
3.3.1 Keyword categories
73(2)
3.3.2 The risks inherent in the use of keywords
75(1)
3.3.3 Keywords and expressions in texts
76(3)
3.4 Warning systems
79(3)
3.4.1 Web alert tools
79(1)
3.4.2 Content aggregation platforms
80(1)
3.4.3 Human resources for collective monitoring
81(1)
3.5 The organization of information collection
82(13)
3.5.1 The monitoring plan
82(5)
3.5.2 Human sources
87(1)
3.5.3 Field observations and trade show visits
88(1)
3.5.4 Information reports
89(3)
3.5.5 The comparative study or benchmarking
92(3)
3.6 The processing, formatting and dissemination of information
95(4)
Chapter 4 Visual Communication and Idea Management
99(30)
4.1 Communication at the heart of the innovation process
100(5)
4.2 Knowledge mediation and creativity: the intermediary object, the boundary object
105(3)
4.3 The role of visual artifacts in the management of ideas
108(1)
4.4 The contributions and limitations of visual communication tools for idea management
109(18)
4.4.1 Associative representations
110(6)
4.4.2 Territorial representations
116(3)
4.4.3 Event and causal representations
119(6)
4.4.4 Experiential representations
125(2)
4.5 Conclusion
127(2)
Chapter 5 Animating Teams to Stimulate Collective Creativity
129(34)
5.1 (Collective) creativity: a sought-after skill?
131(2)
5.2 The "classic" structuring of a collective creativity session
133(2)
5.2.1 Step 1 of preparing the creativity session
133(1)
5.2.2 Step 2 of the creativity session
134(1)
5.2.3 Step 3 of analyzing and reporting all the results of the creativity session
135(1)
5.3 The important elements of a collective creativity session
135(12)
5.3.1 The attitudes and state of mind for the facilitator to adopt, and for the group of participants to adopt
136(3)
5.3.2 Move from analytical to exploratory reasoning
139(2)
5.3.3 The three levels of divergence--convergence
141(6)
5.4 The choice of creative tools
147(3)
5.4.1 The five implementation logics
147(1)
5.4.2 The notion of "father tools"
148(2)
5.5 Processing the results of a collective creativity session
150(1)
5.6 The different forms of production
151(6)
5.6.1 The embryo of an idea
151(1)
5.6.2 The idea sheet
152(3)
5.6.3 The concept and the percept
155(2)
5.7 The selection of ideas
157(4)
5.8 Conclusion
161(2)
Chapter 6 Some Techniques to Stimulate and Aid Creativity
163(44)
6.1 Some techniques and tools such as icebreakers or challenges
164(10)
6.1.1 The human knot/human chain
164(1)
6.1.2 The enigmas
165(1)
6.1.3 The marshmallow challenge
166(1)
6.1.4 Non-musical chairs
167(1)
6.1.5 The ball point game
168(2)
6.1.6 Expressing yourself without speaking and using a game
170(1)
6.1.7 The highest card tower
171(1)
6.1.8 The curved shot
172(2)
6.2 Some techniques using associative logic
174(6)
6.2.1 The magic wand or the machine for exploring the future
174(1)
6.2.2 Once upon a time -- some ideas
175(1)
6.2.3 Reasons and changes
176(1)
6.2.4 The big mysterious object bag
177(1)
6.2.5 Concept serious play
178(2)
6.3 Some techniques using analog logic
180(6)
6.3.1 The twisting of ideas or the reversal method
180(1)
6.3.2 Biostorming
181(2)
6.3.3 Miniature men
183(1)
6.3.4 Lego serious play
184(2)
6.4 Some techniques using combinatorial logic
186(9)
6.4.1 The discovery matrix
186(1)
6.4.2 Extensive morphological analysis
187(2)
6.4.3 Cubification
189(2)
6.4.4 The scaffolding of ideas
191(4)
6.5 Some techniques using oneiric logic
195(5)
6.5.1 The ancient method of the waking dream
195(2)
6.5.2 Projective exploration
197(1)
6.5.3 The village of originals
197(3)
6.6 Some techniques using Aristotelian logic
200(6)
6.6.1 UX maps
200(1)
6.6.2 Segmentation
201(1)
6.6.3 Creative aikido
202(2)
6.6.4 Simplified axiomatic design
204(2)
6.7 Conclusion
206(1)
Chapter 7 System Mapping and Analysis
207(32)
7.1 Mapping of the system's tangible and intangible assets
207(15)
7.1.1 Knowledge management and assets considered
207(2)
7.1.2 From knowledge assets to ideas
209(4)
7.1.3 Assets indirectly involved in knowledge creation
213(3)
7.1.4 The glossary of knowledge creation system assets
216(3)
7.1.5 Questioning and organizing assets in frameworks
219(3)
7.2 System analysis
222(17)
7.2.1 The development of a series of indicators
222(9)
7.2.2 Beyond the calculation of indicators
231(8)
Conclusion 239(4)
Bibliography 243(16)
Index 259
Stéphane Goria is Associate Professor at the University of Lorraine, France. He is member of the Mediation research center (Centre de recherche sur les médiations, Crem) and an expert in creative competitive intelligence.

Pierre Humbert is Associate Professor at Université de Lorraine, Information and Communication Sciences Department director and member of the Crem.

Benoît Roussel is Associate Professor, member of PErSEUs laboratory at Université de Lorraine. He is an expert in interdisciplinary innovation process for product/service and organization.
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