Ilaria Durante, Claudio Dell'Era, Stefano Magistretti, Cristina Tu Anh Pham
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引用次数: 0
Abstract
Future-making, the act of imagining and producing the future, is becoming increasingly relevant in scholarly and practitioner debates. In a constantly evolving society where the future is difficult to navigate, there is an urgent need to explore new and innovative ways of imagining plausible futures that are more desirable to people. The future-making literature proposes different practices, tools, options and possibilities for envisioning futures and advancing the debate on issues that affect society. To explore how different future-making approaches influence the generation of future scenarios, we conducted an experiment in which we asked 64 practitioners participating in teams to anticipate and imagine futures using two different future-making approaches: predictive and imaginative. The resulting future scenarios were then evaluated by 227 practitioners in a postexperiment survey measuring their plausibility and desirability, as well as their similarities and differences in terms of future scenario generation. Our study contributes to both theory and practice. In particular, we contribute to the future-making debate and enrich current understanding of the different processes and tools adopted in predictive and imaginative future-making using an experimental approach. Our study also supports practitioners in unpacking the potential of adopting different types of future-making, from predictive to imaginative.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.