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This Concept Map, created with IHMC CmapTools, has information related to: CLUSTER SUMMARY, ???? ???? Lego is one example of an organisation making the journey towards more open source operation: Lewis Pinault, Senior Director at conference sponsor Lego Serious Play, described how the company initially co-opted users to test its products, then invited them to be part of the design team, and now is starting to see itself as a partner in ‘user enterprise’ – in which it facilitates customer-generated content and shares the profits with them, ???? ???? Hannah Rudman showed how internet power laws in relation to user generated content mean that techniques like this have a key role to play in audience development. For each heavy user who creates and uploads content, there are nine occasional users and ninety people who access this content but do not contribute., ???? ???? As Hannah Rudman of Rudman Consulting argued, today’s sophisticated cultural audiences want to be players in the ‘experience economy’, seeking unique, transformative experiences which they can shape and mould for themselves. Cultural organisations are being forced to become more porous, opening themselves up to dialogue, both positive and critical, ???? Learning is not an explicit aim of this community, it happens unintentionally. } Learning happens through interaction. Members learn to express themselves, to respect other people’s opinions, to help others, to ask for help, to share what they know. } Members join to avoid isolation and to be free to express their identity in a safe space. Considerations } Members can discuss on general topics feeling free to express their opinions from a gay perspective } Survey showed that a relevant number of members, helped by anonimity, have made the first step towards acceptance inside the community, ???? Members join to upgrade professionally and take advantage of a very active community where peer support is the key for success. } Beside improving their work performance, they claim significant side effects in terms of increased self confidence and self esteem., John Baumber “Disempowered and disaffected communities often foster suspicion and intolerance. Those given self-belief, control and a chance to innovate and personalise are more likely to become mature, emotionally intelligent communities that give our young people the best chance to learn what’s really important.” , ????, ???? ???? It was evident from presentations on places as diverse as Copenhagen, Toronto, Amsterdam and Waikato that cities and city regions will remain a key level at which creative industries policy can be integrated, both vertically and horizontally., KEY ISSUES Values adaptive challenges go beyond current practice autonomous diversity collective decisions based on a shared moral purpose limited scope Identity self review and external assessment long term AND short term Capability knowledge sharing Systems systems thinking need to be able to mobilize, draw on, and reconcile the power, resources and action of the centre on the one side, with the ideas, wisdom, and engagement of the field on the other side. We need a system that mitigates the weaknesses of both central authority and local autonomy as it builds on their combined strengths. ULTIP[LE PERSPECTIVES .participants in systems see issues through frames.is the national strategy wrong or is it simply being implemented poorly Central to overcoming problems within a system is the process of disrupting these frames, or at least making people aware of the existence of multiple perspectives on a problem, and supporting learning over time in order to build the capacity of the system to achieve a goal or set of goals. ‘for years teachers have understood their role through concepts such as “learning”, while social services have concerned themselves with “well-being”, and the police have worked to encourage and enforce “respect for the law”’ (Lownsbrough & O’Leary, 2005). These frames can lead to unproductive relationships if leaders are unable to help bring them together around shared goals and strategies. Building a shared vision, therefore, means bringing different frames or perceptions to the surface and putting together strategies that draw on them, ???? © Crown copyright 2004 Produced by the Department for Education and Skills, multiple perspective -disrupt frames Teacher autonomy VS central control Local connecvtivity where trade offs can occur Co leadership of networked cross school/sector feedback loops culture ???? March 2007 Duncan O’Leary and John Craig Demos www.ncsl.org.uk/publications, ???? ???? Increasingly, empowered users of networked digital media platforms, are producing and publishing content, using tools in new ways, and remixing existing content to create innovative, hybrid forms. Some of the most important kinds of creative innovation today are coming not from specialized R&D labs, or from elite professionals within creative clusters, but ‘up the pipe’ from the users themselves. Cultural managers urgently need to find ways to mobilise this untapped resource: the rewards for those that succeed will be great., ???? ???? In the new creative economy, a globally networked army of user/producers of creative content is redefining how we produce, consume and engage with creativity. The traditional view of how innovation enters the market – based on the idea of special people producing unique products for a passive, mass market – no longer holds true, if it ever did.