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Name: Northern Dimension Partnership on Culture - NDPC on LinkedIn: 🧠 Unlock the potential of collective intelligence through cross-sectorial…
Uploaded: 2023-09-04T13:58:56.256Z
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Northern Dimension Partnership on Culture - NDPC

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🧠 Unlock the potential of collective intelligence through cross-sectorial co-creation! ✨ 🔑 Wondering how? Dive into the video to discover the six essential elements! 🔎 Additionally, you can explore a comprehensive summary of the insights shared by Angelo Vermeulen, the keynote speaker at the NDPC Online Cross-Innovation Session (recorded on June 1, 2023), in our latest article ➡️ https://bit.ly/3Z5Pxq8

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Now. What did I learn in terms of Co creation? Because I think for for this event here, this is probably also really interesting. And I'm not saying these are the the only rules. This is something that I personally share and that works for me and of course for everybody is different. But Co creation has been used a lot over the past two decades. I think. I think people are a little tired of hearing it. So it's really important to to to define its as precisely and also to talk about it. And very precise terms, so. What do I mean with Co creation? Well. For me, it's not just. Being creative together, that's not really Co creation. Co creation is really about allowing people to step into a domain where they're not necessarily an expert but they have an interest or a passion for it, and then taking those taking that particular input from the non expert seriously. And taking that along in the design path, this requires a particular psychological culture that you need to set up in a group. People are typically a little. Some people are typically territorial, but it comes to their expertise. Like, like, I'm the civil engineer. You don't need to tell me about civil engineering. I've studied it for many years. Well, that mindset needs to go. Yes, you're an expert and that's what we need, but it's precisely because people are contributing to your fields. Without all the background that they might come up with interesting new perspectives. And then by blending the expertise with the kind of naive view on things, that's where things start getting interesting. And once you do this with an entire group and everybody steps in other fields, everybody is doing this. The civil engineer that just talked about is, for example, joining the biologist. And it's like, hey, not a biologist, but I want to think along. I think I know enough to to contribute here. If you do that with an entire group, what you do is you. Really unlock the collective intelligence of that entire group and I think that's really key and probably also really important in in in the context of this of this event here. So, but how do you make it work And that that's that's what I summarized here. I think storytelling is really because people get lost in these, easily get lost in these layered crossover situations because so much is being transmitted and is being. Use them blended and in the end people are like, well, where, where, where is this going? You know, it's kind of fun to do all this, but what's the focus here? And I think the storytelling is key here and it's something that needs to be done on multiple occasions and that's what we do. For example, in bio, motor is the division, as I laid it out to you just a while ago. You know, just just this rethinking of the relationship of nature and technology and then the cycling. Anyways, there's a few elements that are part of the story and it's not enough to just introduce people to it and then forget about it. You need to keep reiterating that story and maybe even adjust the story. But the input of of people, of course, I mean that's that's perfectly fine, but the story. Selling really helps to group to focus. The 2nd element here that you see here is diversity. Another another word that's been overused, and it's still being overused these days. Stingy enough, even though we recognize the importance of diversity, it doesn't always automatically come about. You need to actually craft it, You need to put it into place. People have a tendency to look for people that they know, for people that they're comfortable with, for people from a similar field. So building diversity is is an art form in itself. And it's not just disciplinary diversity. We're not just talking about multiple disciplines, but also multiple cultures, multiple ages. You know, bringing in some young people, bringing in some older people with different experiences and just kind of making that work as a whole. I think that's really, really key. And the Third Point here is start straight away. And that's true. You can talk as much as you want. It's so much easier and it generates so much more creative energy by just starting to work hands on. That's my experience with projects like Biamonte. I give a short introduction, keep it minimal, and then I show the pile of e-waste and a box of screwdrivers and people just go at it. And that energy, that activity of together as a group figuring things out physically generates a whole kind of generates a different mindset. I think there's sometimes just too many post its and too many round table sessions and sometimes we just need to take the screwdriver and you know start and and some some some tape and start prototyping and designing stuff. Radical equality is the fact that, and that's what I talked about before, that people tend to be some. Not everybody of course, but many people tend to be somewhat territorial in in terms of, you know, their expertise or what they know. And sometimes people even start dominating. I mean, we've all experienced this. You're working together in team and there is one voice that is just dominating all the others. And what typically happens is that other people see this and then they even physically they back off and they start, you know, crossing their arms because they're like, OK, let this guy or this, this lady just run the show, you know, this makes it life easier for me. And I'll just follow along. This is not what we want, of course. Also, we want to hear those other voices. So instead of me, because I'm I'm when I'm facilitating these processes instead of trying to. Push down the dominant voices. I'm actually carving out space actively doing that. Consciously doing that. I'm carving out space for the voices that are not heard as often. So it's more like you're equalizing the voices in the group, and you can do it for in a very subtle way. You don't have to be rude about it, but it's something as a facilitator you need to be sensitive about. The culture of trust that you can see here is mostly dealing with learning people that failure is perfectly fine. It's always difficult. It's still difficult for me to embrace. But if you're if you have No Fear of failure, you'll come up with the most unexpected solutions because they're just going to try something. And so that culture needs to be present in the whole group that you know it's OK to just try something even though you might not have thought it very much, very well through. Maybe it'll work or maybe it'll bring you to another insight that might actually work. So that's really a key here. And then the last points I've already talked about it, it's this leadership role. You need a facilitating leadership here, not a steering leadership, not a dominant leadership, but a facilitating leadership that is receptive of the processes that you see emerging in front of you. It needs to be a fluids and the leadership, sometimes you need to hold the reins a little bit because you can see that the whole project is just. Going. And no particular direction or how to put it that people are losing motivation because they don't feel like things are going in in, in, in in in in in some in an interesting direction sometimes. And that's what happens to me quite a bit to group needs to call me out and like hey. Your steering too much, you know, Let us just do our thing. And I'm like, OK, OK, there I go again. It's it's hard as an artist if you set up a community art art project, you have expectations, of course, and it's hard to let go of those expectations. And it's something I'm aware of and every single time, sometimes the group needs to and that I appreciate that the group needs to be signaling me like, listen, we'll figure it out, chill out. It's going to be all right. So finding that balance where you need to step in as a. As a leader and when you need to back off, that's like a slider and that needs to be adjusted every single day. And there is no hard manual for this. It's a sensitivity you need to develop and you need to adjust it every single day.

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