By K.B. Akhilesh
This booklet introduces readers to co-creation --- a fancy, value-based, context-driven and collaborative attempt to enhance new paradigms, services to meet human desires. Co-creation is equipped not just round the perceptions of demanding situations, cause-and-effect relationships and constraints, but in addition round on hand possible choices for facing or overcoming these demanding situations. Co-creation isn't really approximately moving or outsourcing actions, and nor is it in regards to the customization of goods and providers. This ebook explains the emergence of the co-creation technique. It describes a number of versions of worth production, in addition to varied phases and the agreement technique focused on co-creation. It additionally explores types of studying and studying suggestions, and the way co-creation affects the training approach. The e-book permits practitioners and policymakers to appreciate the tactics desirous about imposing co-creation in any association, whereas additionally featuring case stories to teach how one can practice the suitable ideas of their day by day activities.
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Extra info for Co-Creation and Learning: Concepts and Cases
Such transformation is visible in terms of better perceptions of the problem, passion and energy toward seeking solutions, effort toward generating new alternatives, and celebrating the success of co-creation. Empathetic Resonance Empathetic resonance is another important dimension of interplay and interaction involved in any co-creation process. Empathy is nothing but perception of the problems from the perspective of the other signiﬁcant stakeholder. Resonance means an active response with vibrancy and energy.
Paradigm 5 Knowledge management is nothing but intangible asset management “What you can measure, you can manage” runs the adage. While organizations assign accountants and auditors to record physical assets and ﬁnancial transactions, few attempt even cursory measurement of their intangible assets. In this approach, the emphasis will be to deploy co-creation process toward more invention and innovation. Organizations emphasize on creating knowledge as an asset of the organization and demands people to understand the comparative work, innovations, and inventions to work toward new knowledge.
Usually, the top management may encourage collaboration at the initial stage but do not ensure continuity of the interaction and psychological support for a variety of reasons. When co-creation does not become part of the strategic objectives of the organization or the strategic agenda of the top leader, consequences could be lack of support as well as appreciation for the effort toward co-creation. It is important to consider various factors from a top management perspective that would initially affect the sustainability of co-creation.