Mejia, J.R., Jimenez, J.E., & Chavarria, D. (2014). Integral Design Tutoring Model as a Knowledge Transfer Strategy for SMEs in Colombia. In Salamanca, J… [et al.]. Proceedings of The colors of care: 9th International Conference on Design & Emotion — Bogotá: Universidad de los Andes, Facultad de Arquitectura y Diseño, Ediciones Uniandes.
KEYWORDS: Design knowledge transfer, empathy and emotional intimacy, tutoring, Contextual design approach and Colombian SMEs.
Colombia has been transformed into the third country with the best business environment in L.A.; however, investment in Research, Development and Innovation (RD&I) is only 0,2% of the GPD. Taking into account that 98% of the Colombian enterprises are SMEs, from which 5% invest only 2% of its annual budget in design, the National Industrial Design Program (MinCIT) saw the need to develop the Integral Design Tutoring Model.
The model makes a bet for empathy and emotional intimacy as tools to transfer the necessary knowledge so that the local businessperson develops an innovation culture based on design thinking. To test the model, the Integral Design Tutoring Project was developed as a pilot. This fourmonths project allowed an interdisciplinary team, conducted by designers, to accompany twenty SMEs. Through a process developed in three stages it was possible to prove that, through empathy and emotional intimacy, one can achieve knowledge transfer to business people and their organizations in an effective, efficient and successful way. This knowledge transfer allows the organization to develop human centered design processes in a systematic, independent and autonomous way.
The full paper here: Paper D&E 2014.
Editor: Ricardo Mejia / J.R.MejiaSarmiento@tudelft.nl
Availability: Feel free to email me, an extra workshop is going to be arranged. Our challenge below this lines.
Workshop: Visioning the future of built environment and preliminary concept ideation (#FutureThroughDesign) as part of Climate-KIC Thematic Summer School 2014 ‘Transforming the Future Built Environment’
INTRODUCTION / PRESENTATION: Complex topics like urbanization and energy management need special commitment in unifying a common view, specially due to the amount of parties co-designing and co-producing products and services for its development. This requires collaboration across departments and partnering companies, and is connected to problems of communication and concerted action between partners. Different parties need to develop a joint understanding, goals, and agenda.
In order to create a set of alternative futures -to unify the vision of stakeholders- that cover a number of possibilities the technique called “scenario thinking” as a way of dealing with ambiguity and uncertainty is generally used from a strategic perspective.
In a ten-hours-long workshop the attendees, guided by a group of facilitators, will explore diverse future scenarios of buildings and then will develop different kind of solutions regarding new low carbon technologies using a variety of creative techniques.
No matter the type of organization, including the private sector defined by market activities; the para-public sector and the public sector with no market activities (Lyons, Duxbury and Higgins, 2006) the challenge to define a vision is always an important issue due to the lack of skills and tools that companies have to concentrate the attention on the future of a project. Nowadays, increasingly, development of products, systems and services involves a complex set of parties co-developing and co-producing it. This requires collaboration across departments and/or partnering organizations, and it is connected to problems of communication and concerted action between partners. Different parties need to develop a joint understanding, goals, and agenda aiding “strategic analysis and intuitive logic” (Wright 2011) in order to explore alternative futures.
A group of approaches, techniques and tools have been studied through mapping knowledge domains including Scenario Thinking, Scenario Analysis, Scenario Planning, Forecasting, Backcasting, Technology Road-mapping, among others that define the Vision Statement, Vision of Success, Future Scenario, Roadmap, Trend Report, among others, with the intention to organize the different topics linked to the research and to see connections, gaps and potential directions for it. In this last one stands out Concept Cars as artifacts that express the vision of the car manufacturer, from the branding point of view, are ways to bring the gap between the brand image and brand identity reinforcing the last one being a vehicle to fortify the “trust in the brand” (van Dijk 2014) as an abstract construct.
On the other hand from a “thinking-first” approach the road-mapping was defined as a process to “accomplishing a common view, develop consensus and obtaining commitment in a unified approach” (Simonse, Buijs and Hultink, 2013) to develop a roadmap formulated as a “visual portray of Market/Product/Technology plans plotted on a timeline” (Ibidem, p.11.)
For now the main challenge of the PhD research project is (how) can designers make “concept cars” as part of the company’ future vision, which unite different parties (stakeholders) in automotive developers for other branches of industry including private, para-public and public sectors?
The project focuses on approaches/methods/techniques/tools that can bring such a user-centered in the process to co-create vision to a group of collaborating parties regarding future scenarios. The project will study the organizational approach, including barriers (and enablers), and possible tools (artifacts) and techniques (ways to deploy the artifacts), in collaboration with industrial practice.
Javier Ricardo Mejia Sarmiento