2013年2月17日 星期日

David Kelley（大衛.凱利）：David Kelley: How to build your creative confidence (如何建立創造力自信心?)



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ohn Hardy: My green school dream (我的綠色學校夢)

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2013年2月16日 星期六

Top Down Innovation Is Dead


ENTREPRENEURS 
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2/12/2013 @ 3:29下午 |992 views

by Ryan Caldbeck, Contributor

More information about this topic please visit the website of Forbes

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Creative Small Cities: Rethinking the Creative Economy in Place


  1. from : Urban Studies May 2009 46: 1223-1246,

  3. Gordon Waitt
    1. School of Earth and Environmental Sciences, University of Wollongong, Northfields Avenue, Wollongong, New South Wales, 2522, Australia,g.waitt@uow.edu.au
  1. Chris Gibson
    1. School of Earth and Environmental Sciences, University of Wollongong, Northfields Avenue, Wollongong, New South Wales, 2522, Australia,cgibson@uow.edu.au

    3. Abstract
    4. Whether advocating creativity as a means to place competition or critiquing the social dislocations that stem from creativity-led urban regeneration, research about the creative economy has tended to assume that large cities are the cores of creativity. That many workers in `creative' industries choose to live and work in small urban centres is often overlooked. In this context, this article aims to recover within debates the importance of size, geographical position and class legacies in theories of creativity, economic development and urban regeneration. Using empirical materials from a case study of one Australian city—Wollongong, in New South Wales—it is argued that what might at first appear a rather parochial example illustrates the importance of rethinking the creative economy in place. Crucially, it is shown that, regardless of the numerical population size of a city, creativity is embedded in various complex, competing and intersecting place narratives fashioned by discourses of size, proximity and inherited class legacies. Only when the creative economy is conceptualised qualitatively in place is it possible to reveal how urban regeneration can operate in uncertain and sometimes surprising ways, simultaneously to estrange and involve civic leaders and residents.

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2013年2月12日 星期二

Creativity: Theory, History, Practice


作者：Rob Pope
書名：Creativity: Theory, History, Practice 

Creativity: Theory, History, Practice offers important new perspectives on creativity in the light of contemporary critical theory and cultural history. Innovative in approach as well as argument, the book crosses disciplinary boundaries and builds new bridges between the critical and the creative. It is organised in four parts:
  • Why creativity now? offers much-needed alternatives to both the Romantic stereotype of the creator as individual genius and the tendency of the modern creative industries to treat everything as a commodity
  • defining creativity, creating definitions traces the changing meaning of 'create' from religious ideas of divine creation from nothing to advertising notions of concept creation. It also examines the complex history and extraordinary versatility of terms such as imagination, invention, inspiration and originality
  • dreation as myth, story, metaphor begins with modern re-tellings of early African, American and Australian creation myths and – picking up Biblical and evolutionary accounts along the way – works round to scientific visions of the Big Bang, bubble universes and cosmic soup
  • creative practices, cultural processes is a critical anthology of materials, chosen to promote fresh thinking about everything from changing constructions of 'literature' and 'design' to artificial intelligence and genetic engineering.
More information about this book please visit Amazon

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2012年5月16日 星期三

The 22 Most Creative Business Cards We've Ever Seen


Read more: http://www.businessinsider.com/the-22-most-creative-business-cards-weve-ever-seen-2012-2##ixzz1v17eJIC5
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Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public

Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public

Read more: http://www.businessinsider.com/mitchell-kosh-on-hiring-strategy-2012-4#ixzz1v1570jFN
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2012年5月3日 星期四

6 Simple Steps to Boost Your Group's Innovation



Think there is only one way to make your organization more innovative? According to Nancy Napier, executive director of Boise State University’sCentre for Creativity and Innovation, there are actually six ways to improve innovation in your company.

To arrive at these results, Napier studied seven organizations for the past decade, including the Trey McIntyre Project dance company, health information provider Healthwise, the Ada, Idaho, county sheriff’s office and the Boise State University football team. Napier found that despite the differences in the missions of these companies, these organizations were linked by their willingness and desire to be creative. 

According to Napier, other organizations can follow in the creative footsteps of these companies by following these six steps:
  • Look outside your own field for ideas: "One person said years ago, that when best practices are documented, they become normal practices," Napier said. "He defined new ideas as looking outside his own field."
  • Creativity doesn’t just happen: "Many people think that creativity just happens, but in fact, blending structure with creativity is much more powerful," she said. "Having a disciplined approach and process then allows an organization to be more creative in coming up with ideas. Structure and creativity go together."
  • "Aha" moments don’t just happen: "There are ways to encourage creative ideas, but specifically, you can look at things in a new way, look at them from a reverse way and blend unusual ideas," Napier said. "Each of these organizations, and particularly the leaders, think in ways that help them come up with 'aha' moments. That has become a part of who they are and what they do."
  • Fear complacency: "All of these organizations are terrified of keeping things the same way and they are always looking for a new way to do things," Napier said. "They push themselves on that always. Even if they are on top of their game, they are always asking, 'what can we do that is better or different?'"
  • Turn a disadvantage into an advantage: "For example, the dance company I studied looked for many different places to settle in before coming here (Boise, Idaho)," she said. "The arts community said this was a disadvantage, since they were so far away from donors and the source of new dancers. They took it as an advantage because when people came here to join, they knew they were very committed to the company and they could make a difference in the community. What appeared at first to be a disadvantage was really an advantage for them."
  • You can change your mind, but not your mission: "The first time I talked to Chris Petersen, coach of the Boise State University football team, about creativity, his response was, 'I'm not creative. I'm all about structure,'" Napier said. "He has since changed his mind and has become a huge advocate for the idea of doing things differently. He has the same mission of what he wants to accomplish and what he wants for his program, but he is changing his mind on how he wants to do things.
"The leaders are key in all of this," Napier said. "The idea of looking far beyond your field for ideas is absolutely critical for these people. These groups never put off creativity to tomorrow. It is a part of how they think. It has to be so ingrained in the organization, that it is not something they set time aside for, it is like brushing your teeth to them.
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