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Wilhelmsson, L., Åberg, M., Backström, T. & Köping Olsson, B. (2015). Enabling Transformative Learning in the Workplace: An Educative Research Intervention. Journal of Transformative Education, 13(3), 219-238
Open this publication in new window or tab >>Enabling Transformative Learning in the Workplace: An Educative Research Intervention
2015 (English)In: Journal of Transformative Education, ISSN 1541-3446, E-ISSN 1552-7840, Vol. 13, no 3, p. 219-238Article in journal (Refereed) Published
Abstract [en]

The aim of this article is to discuss the potential of an educative research intervention to influence the quality of the learning outcome in theworkplace as interpreted from the perspectives of adult learning theory. The research project was designed as a quasi-experimental, mixed-methods study. In this article, quantitative survey data were taken as the point of departure, and qualitative data were used for the purpose of analyzing aspects of learning. An educative research intervention may support a transformative learning quality when the manager and employees have to deal with severe difficulties, and they succeed in doing so by sharing responsibilities and having the strength to engage in thedevelopment process in the workplace. It is possible to support transformative learning in the workplace through an educative research intervention that encourages managers to educate themselves and their employees to think and act in new ways, aiming at integrated autonomy, increased interaction, and learning.

National Category
Social Sciences Educational Sciences
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-32386 (URN)10.1177/1541344615574599 (DOI)000447221800003 ()2-s2.0-84937216185 (Scopus ID)
Projects
Innovationsgym
Available from: 2016-07-14 Created: 2016-07-14 Last updated: 2019-01-16Bibliographically approved
Bozic, N. & Köping Olsson, B. (2013). Culture for Radical Innovation: What can business learn from creative processes of contemporary dancers?. Organizational Aesthetics, 2(1), 59-83
Open this publication in new window or tab >>Culture for Radical Innovation: What can business learn from creative processes of contemporary dancers?
2013 (English)In: Organizational Aesthetics, ISSN 2168-8575, Vol. 2, no 1, p. 59-83Article in journal (Refereed) Published
Abstract [en]

Organizational culture is considered by several scholars to have a significant impact on the organization's capacity for innovation. However, there is little known about the specific aspects of organizational culture that facilitates radical innovation. This article investigates in what ways contemporary dancers ́ creative practice may contribute to our understanding as well as to the development of radical innovation in business. By interviewing twenty contemporary dancers and choreographers from different countries, we found five key elements that support their creative processes from idea to performance. These elements or categories are improvisation, reflection, personal involvement, diversity, and emergent supportive structures.

An interesting finding is the dancers ́ approach to work and their mindset, characterized by iteration between improvisation and reflection, rather than working with pre-planned goals and structures. We argue that this approach imprints their working environment and the culture for radical innovation emerges through their way of thinking, acting and relating. This study presents a systematic framework that will provide the basis for long- term strategic artistic interventions in business in order to enable cultural transformation towards radical innovation. 

Place, publisher, year, edition, pages
The Art of Management and Organization, 2013
Keywords
innovation, organizational culture, contemporary dance
National Category
Social Sciences
Identifiers
urn:nbn:se:mdh:diva-24530 (URN)
Available from: 2014-02-22 Created: 2014-02-22 Last updated: 2014-02-24Bibliographically approved
Backström, T., Moström Åberg, M., Köping Olsson, B., Wilhelmson, L. & Åteg, M. (2013). Managers' task to supportintegrated autonomy at the workplace. Results from an intervention.: International Journal of Business and Management; Vol. 8, No. 22; 2013. International Journal of Business and Management, 8(22), 20-31
Open this publication in new window or tab >>Managers' task to supportintegrated autonomy at the workplace. Results from an intervention.: International Journal of Business and Management; Vol. 8, No. 22; 2013
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2013 (English)In: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 8, no 22, p. 20-31Article in journal (Refereed) Published
Abstract [en]

A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009 – June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.

Place, publisher, year, edition, pages
Canada: Canadian centrer of science and education, 2013
Keywords
Integration, autonomy, manager, enabling, communication, dialogue, improvisation
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-23306 (URN)10.5539/ijbm.v8n22p20 (DOI)18338119 (ISBN)
Projects
Regisserad kompetensutvecklingInnovationsgym
Available from: 2013-12-13 Created: 2013-12-10 Last updated: 2017-12-06Bibliographically approved
Köping Olsson, B. (2013). The Influence of Mindful Music Experience and Body Movement on Creative Productivity.
Open this publication in new window or tab >>The Influence of Mindful Music Experience and Body Movement on Creative Productivity
2013 (English)Other (Refereed)
Abstract [en]

The purpose of this study was to examine how perceptions of music and body movement respectively influence creative productivity, compared to a traditional learning situation. The main hypothesis was that there is a significant difference in creative output (ideational fluency) for people who listen to music or engage in physical body movement compared to passive listeners (traditional classroom or conference setting). The result gave no indication of any effect of music or physical movement on ideational fluency compared to the control group. In the aftermath, we realized that we used specialists as a control, which probably obscured the result.

Keywords
creativity, mindfulness, ideational fluency, explicit – implicit knowledge and learning
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-23310 (URN)
Projects
Innovationsgym
Available from: 2013-12-15 Created: 2013-12-10 Last updated: 2015-11-13Bibliographically approved
Bozic, N. & Köping Olsson, B. (2012). Culture for Radical Innovation - What can business learn from creative processes of contemporary dancers?. In: . Paper presented at The 6th Art of Management and Organization Conference, 4-7 September, York.
Open this publication in new window or tab >>Culture for Radical Innovation - What can business learn from creative processes of contemporary dancers?
2012 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The organization's culture is considered by several scholars to have significant importance for the organization's capacity for innovation. However, there is little known about the specific aspects of organizational culture that facilitates radical innovation. This research project investigates in what ways contemporary dancers creative processes may contribute to our understanding as well as to the development of radical innovation in business. By interviewing ten contemporary dancers and choreographers from different countries, we found in the analysis five elements that support their creative processes from idea to performance. These elements or categories are improvisation, reflection, personal commitment, divergence, emergent supportive structures. An interesting finding is the dancers approach to work, their mindset, which is characterized by improvisation and iteration, rather than pre-planned project goals. We argue that this approach imprint the working environment as the culture emerges through their way ofthinking, acting and relating. This study presents a systematic framework that will provide the basis for long-term strategic interventions between artists and businesses in order to enable cultural transformation towards radical innovation.

National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-17461 (URN)
Conference
The 6th Art of Management and Organization Conference, 4-7 September, York
Available from: 2012-12-20 Created: 2012-12-20 Last updated: 2013-12-03Bibliographically approved
Köping Olsson, B. & Backström, T. (2012). Innovative leadership - supporting creative team interaction. In: 2012 International Symposium on Management of Technology, ISMOT 2012: . Paper presented at International Symposium on Management of Technology (ISMOT), Hangzhou, Zheijiang, China, 8-9 Nov. 2012 (pp. 378-381).
Open this publication in new window or tab >>Innovative leadership - supporting creative team interaction
2012 (English)In: 2012 International Symposium on Management of Technology, ISMOT 2012, 2012, p. 378-381Conference paper, Published paper (Refereed)
Abstract [en]

Creativity-stimulating leadership is necessary for successful innovation in groups and organizations. Such leadership requires deep and extensive knowledge and expertise in the field of creation, as well as general and specific leadership abilities and skills that promote creativity in a team. By applying the emergence perspective, social dynamics in leadership and in the creative team may be understood as the interplay between team members' interaction that organizes the work. This paper argues that the essential competencies for the team emerge in the interaction between all the members of the team, including the leader. Creative developmental phases demand other kinds of attitudes and qualities of interaction between group members than production on a daily basis. Team members need to develop creative thought styles and creative action patterns, combined with the ability to temporarily change those patterns.

National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-23309 (URN)10.1109/ISMOT.2012.6679497 (DOI)000346299300080 ()2-s2.0-84893426428 (Scopus ID)9781467345934 (ISBN)
Conference
International Symposium on Management of Technology (ISMOT), Hangzhou, Zheijiang, China, 8-9 Nov. 2012
Projects
Kaikaku
Available from: 2013-12-15 Created: 2013-12-10 Last updated: 2018-08-08Bibliographically approved
Berglund, K. & Köping Olsson, B. (2011). Creativity for industrial renewal. In: E. Segelod, E. Berglund, E. Bjurström, E. Dahlquist, L. Hallén & U. Johansson (Ed.), Studies in Industrial Renewal.: Coping with changing contexts (pp. 381-391).
Open this publication in new window or tab >>Creativity for industrial renewal
2011 (English)In: Studies in Industrial Renewal.: Coping with changing contexts / [ed] E. Segelod, E. Berglund, E. Bjurström, E. Dahlquist, L. Hallén & U. Johansson, 2011, p. 381-391Chapter in book (Other academic)
Abstract [en]

Whether creativity is needed for the development of new products and services or for the creation of new jobs (Eliasson, 2006), it is stressed as a prerequisite for innovation and entrepreneurship (Johansson, 2010). Creativity is considered important for coping with the upcoming need to make full use of ecological and social resources. Taking Buber‘s view on creativity as a point of departure we propose that a post-industrial society should reconsider the view of creativity as something that is possessed by a person. With a Buberian understanding of creativity we aim to suggest in this chapter, a new agenda for research on creativity and for stimulating creativity in unexpected ways in industrial renewal processes.

National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-23311 (URN)978-91-7485-038-3 (ISBN)
Projects
Kaikaku
Available from: 2013-12-15 Created: 2013-12-10 Last updated: 2013-12-15Bibliographically approved
Köping Olsson, B. & Florin, U. (2011). Idea Exchange and Shared Understanding: Tools Stimulating Thought and Conveying Ideas. In: : . Paper presented at Fifth International Conference on Design Principle.
Open this publication in new window or tab >>Idea Exchange and Shared Understanding: Tools Stimulating Thought and Conveying Ideas
2011 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The topic of this paper is the use of sketching when exchanging shape visions. Attaining a shared understanding in a collaborative design project is examined. The interaction acts of an industrial design team at a renowned design firm in Stockholm are analyzed, as well as where the idea development session is situated. The interaction in itself could function as the prevalent means of describing and mediating creative idea development in groups. The basic intent of bringing together individuals who hold divergent notions is the creative tension this meeting may bring forth. There seems to be an inevitable gap between designers' ways of forming and expressing opinions concerning aesthetic ideas and their use of verbal language. The concepts 'verbal overshadowing' and 'figurative arguing' are considered, as well as 'the power of the board'. These phenomena influence the session's creative potential. The interpretation of the different types of sketches used by the team is focused on, as a means of understanding the significance of each type and the impact on idea development. Based on this study, several recommendations for establishing effective idea exchange and supporting evolving shared understanding (i.e., a group idea) are presented.

Keywords
Sketching, Descriptive Language, Interpretation, Group Dynamics
National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-13730 (URN)
Conference
Fifth International Conference on Design Principle
Available from: 2011-12-15 Created: 2011-12-15 Last updated: 2017-03-06Bibliographically approved
Köping Olsson, B. & Florin, U. (2011). Idea exchange and shared understanding: Tools stimulating thought and conveying ideas. Design principles and practices: An international journal, 5(4), 487-502
Open this publication in new window or tab >>Idea exchange and shared understanding: Tools stimulating thought and conveying ideas
2011 (English)In: Design principles and practices: An international journal, ISSN 1833-1874, Vol. 5, no 4, p. 487-502Article in journal (Refereed) Published
Abstract [en]

The topic of this paper is the use of sketching when exchanging shape visions. Attaining a shared understanding in a collaborative design project is examined. The interaction acts of an industrial design team at a renowned design firm in Stockholm are analyzed, as well as where the idea development session is situated. The interaction in itself could function as the prevalent means of describing and mediating creative idea development in groups. The basic intent of bringing together individuals who hold divergent notions is the creative tension this meeting may bring forth. There seems to be an inevitable gap between designers' ways of forming and expressing opinions concerning aesthetic ideas and their use of verbal language. The concepts 'verbal overshadowing' and ‘figurative arguing' are considered, as well as ‘the power of the board'. These phenomena influence the session's creative potential. The interpretation of the different types of sketches used by the team is focused on, as a means of understanding the significance of each type and the impact on idea development. Based on this study, several recommendations for establishing effective idea exchange and supporting evolving shared understanding (i.e., a group idea) are presented.

National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-13662 (URN)
Available from: 2011-12-15 Created: 2011-12-15 Last updated: 2015-04-27Bibliographically approved
Backström, T., Olsson, B., Wilhelmson, L., Åberg, M. M. & Åberg, M. (2011). The Managers’ Directing Task. In: : . Paper presented at The International Conference on Researching Work and Learning, Shanghai, 2011.
Open this publication in new window or tab >>The Managers’ Directing Task
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2011 (English)Conference paper, Published paper (Refereed)
National Category
Engineering and Technology Other Social Sciences
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-13872 (URN)
Conference
The International Conference on Researching Work and Learning, Shanghai, 2011
Available from: 2011-12-27 Created: 2011-12-27 Last updated: 2017-04-07Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-5390-6760

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