Learn about Imagineering

World 2.0 is the concept Karakas (2009) uses to typify today’s new digital ecosystem. It is a world radically different from the world we have known for so long. In World 2.0 everything is connected with everything making many problems ‘complex problems’: problems for which there is not one ‘solution’ thinkable but for which the only option is to think and work in the ‘evolutionary mode’. In World 2.0 the reductionist mode of problem solving by analysis is no longer the only mode of operating: we are better enabled to socially construct preferred futures in the emerging mode mobilizing the ‘Wikipedia-power’ of society.

Value creation is no longer a matter of active producers and passive consumers linked in value chains but it has become a matter of all kind of participants co-creating value interactively and simultaneous in value networks. Steering value networks, however, is a different kind of business than managing value chains.

As we are entering World 2.0 with many organizations and institutions (inclusive management education) designed in World 1.0, education that is oriented towards business innovation and social innovation is desperately needed. In an age of uncertainty and complexity scholars generally accept that traditional models and thinking of organization development and change are often ‘seriously underwhelming’ (Pascale, 1990 in Bevan et al. 2007), that they are ‘failing to meet the “big” challenges facing contemporary organizations, such as transformational change, disruptive innovation, information technology, and globalization’ (Bevan et al. 2007).

Scholars agree on the fact that a new way of thinking and a new kind of professional as organizational/societal innovator/developer is needed (Karakas, 2009).

Along Bruner (1986:11) humans have ‘two modes of cognitive functioning, two modes of thought, each providing distinctive ways of ordering experience, of constructing reality’: the logic-scientific mode which is objective and rational and the narrative mode which is essentially subjective and more everyday ‘human’.

In the creative industries this second mode is core to the business: it is by developing a high concept, a short narrative which ‘says it all’, that business can emerge or will not emerge in case the short narrative doesn’t meet the magic to appeal to the imagination of the people. In the creative industries designing in the narrative mode, a competence we call Imagineering at NHTV, is used as an end in itself.

However, with growing complexity in society, we started to discover that this competence of Imagineering, this competence of designing in the narrative mode has an important potential outside the creative industries. It appears to be an alternative methodology to design for organizational emergence (Nijs, 2012).

With the master in Imagineering NHTV took the challenge to develop the core competence of the creative industries in the direction of design for organizational development in complex and turbulent environments. Designing in the narrative mode is developed into a methodology to integrate the imagination of stakeholders in solving complex problems such as organizational change and development and strategy in times of turbulence.

The programme of Imagineering focuses on the specific concept of designing for organizational emergence using the imagination to involve other stakeholders as co-designers of the future. The Master Course offers you a deeper theoretical insight in issues of organizational design in the context of enterprise logic transformation. It enables future professionals to develop analytical, pro-active, problem-solving attitudes and design-skills towards these issues. Next to this, you develop knowledge and skills required to design and implement professional advice in an organizational and cross-cultural setting. Further, expertise to innovate, participate and lead processes of collaboration, creativity, and emergence are built and strengthened through this programme.

This course aims to:

Increase your effectiveness as a designer in dealing with multiple aspects of organizational (and societal) development;

This objective is achieved by:

  • understanding conditions in which organizations (in any context, i.e., social, business) may require a design intervention;
  • increasing awareness of multiple ways for orchestrating organizational development;
  • developing the personal competencies needed to design an imaginative narrative for adaptive management and for participating in it for functioning as a ‘co-creative catalyst’ in processes of organizational development;
  • reflexive understanding of your own approaches and responses to development.

These elements form a part of the program we propose as the academic foundation of the program which is complemented by guest lectures given by professionals of the academic and business world, inspiring case studies, literature reviews of academic and popular business books, design sessions and the T Lab, the Transformational Lab, all aimed at fostering co-creative knowledge development and skill building, through the interaction of theory and practice.

Alongside this, the work you will perform for an organization (Application Company) and the resulting Master Thesis, help complete the panorama of activities participants in the program develop in order to grow, both in knowledge and skill, leading to the degree of Master in Imagineering, Master in Business Innovation from the Experience Perspective (MBI).