New publication: Creativity Meets Rationale – Collaboration Patterns for Social Innovation

collaboration pattern

My book chapter “Creativity Meets Rationale – Collaboration Patterns for Social Innovation” was recently published in J. Carroll (ed.), Creativity and Rationale: Enhancing Human Experience by Design, Springer, Berlin. ISBN 978-1-4471-4110-5.

Abstract

Collaborative communities require a wide range of face-to-face and online communication tools. Their socio-technical systems continuously grow, driven by evolving stakeholder requirements and newly available technologies. Designing tool systems that (continue to) match authentic community needs is not trivial. Collaboration patterns can help community members specify customized systems that capture their unique requirements, while reusing lessons learnt by other communnities. Such patterns are an excellent example of combining the strengths of creativity and rationale. In this chapter, we explore the role that collaboration patterns can play in designing the socio-technical infrastructure for collaborative communities. We do so via a cross-case analysis of three Dutch social innovation communities simultaneously being set-up. Our goal with this case study is two-fold: (1) understanding what social innovation is from a socio-technical lens and (2) exploring how the rationale of collaboration patterns can be used to develop creative socio-technical solutions for working communities.

3 thoughts on “New publication: Creativity Meets Rationale – Collaboration Patterns for Social Innovation

  1. David Cox says:

    Specific transferable patterns of growth in communities’ skills of collaboration evolved during 35 years in a world-leading consumer products company.
    We also learned some things that don’t work well –like ‘discussion,’ which is among the worst. Other shortfalls include team-building, brainstorming, thinktanking, collaborating, investigating failures, and Robert’s Revised Rules of Order.

    Facilitators of deliberate change teams have a number of patterns by which client teams invent successful innovations. Most important is that participants learn to aggressively help each other with change ideas and with making their best change plans happen.

  2. Interesting how “discussion” is such a failure. Maybe it is because it should not be a goal in itself, just a means towards more meaningful objectives of the community. In other words, discussion to what purpose, embedded in which overall process, by which stakeholders, leading to what result? Do you have those patterns published somewhere?

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