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Creative collaboration happens when a creative process is undertaken by two or more individuals, teams, entities, or organizations for a project or challenge of common concern. Typically, the project is too challenging to be undertaken alone; and if done satisfactorily, the outcome is would be both novel and useful. Members can collaborate either physically or remotely through electronic (online creative collaboration) or other means at all or different phases of the project.

The process of social innovation involves 3 major stages: codiseño, coejecucion and monitoring. In this communication, the progress and results of the co-design process of the Project entitled Development of a Participatory Integral System to Improve and Restore Soils and the Productivity of Communities of the District of ÑURUM, which is executed in the Ngobe Buglé Comarca of Veraguas province. The methodology of Participatory Rural Innovation (IRP) with a polytextural approach was applied for the first time in Panama, to address a problem identified by the community itself. The results included: current situation of each context in the studied community, detection of SIR (redundant attempted situations), contextual interaction, disruptive tests and detection of possible overcoming. We also managed to address aspects of governance, requirements and potential of the community and finally innovative solutions were generated that constitute possible subprojects that make up the comprehensive roadmap of social innovation for soil improvement in Cerro Pelado. The experience allowed us to validate that there is a dynamic of social behavior very characteristic of each culture that largely determines the way in which people affected by a problem approach the possible solutions. In this context, CyT groups need to establish effective links with the affected communities to identify, design and implement solutions in a collective and sustainable way.

- Features interdisciplinary expertise from economics, law, technology and social science on the practice of co-creation - Provides best-practices and management approaches to successful co-creation - Enables research-based and practice-relevant understanding of the background and concepts around co-creation

From the perspective of sustainability, this paper analyzes how stakeholders realize sustainable social innovation through co-creation. Through literature and case analysis, based on the group classification of social networks, this paper proposes three elements of social innovation: place creation, situation creation and relationship structure, and further sorts out the co-creation of meaning co-creation, behavior co-creation and value co-creation. The research shows that co-creation is a practical activity based on cultural identity, group interaction and resource integration, and stakeholders can achieve the goal of sustainable social innovation through meaning co-creation, behavior co-creation and value co-creation.

The concept of co-creation includes a wide range of participatory practices for design and decision making with stakeholders and users. Generally co-creation refers to a style of design or business practice characterized by facilitated participation in orchestrated multi-stakeholder engagements, such as structured workshops and self-organizing modes of engagement. Co-creation envelopes a wide range of skilled social practices that can considerably inform and enhance the effectiveness of organizational development, collaboration, and positive group outcomes. New modes of co-creation have emerged, evolving from legacy forms of engagement such as participatory design and charrettes and newer forms such as collaboratories, generative design, sprints, and labs. Often sessions are structured by methods that recommend common steps or stages, as in design thinking workshops, and some are explicitly undirected and open. While practices abound, we find almost no research theorizing the effectiveness of these models compared to conventional structures of facilitation. As co-creation approaches have become central to systemic design, service design, and participatory design practices, a practice theory from which models might be selected and modified would offer value to practitioners and the literature. The framework that follows was evolved from and assessed by a practice theory of dialogic design. It is intended to guide the development of principles-based guidelines for co-creation practice, which might methodologically bridge the wide epistemological variances that remain unacknowledged in stakeholder co-creation practice.

Afin de réfléchir à la relation dans le soin et son apprentissage, dix-sept personnes sont sollicitées pour participer à une journée de codesign. Cette méthodologie consiste, par une succession d’exercices protocolisés, à favoriser la créativité du groupe via une démarche d’intelligence collective. L’article vise à réfléchir aux conditions par lesquelles une telle méthodologie peut devenir une ressource capacitante pour penser l’apprentissage de l’éthique. Le présent travail souligne notamment la place centrale de l’affectivité dans la construction du climat d’innovation et dans le mécanisme de la pensée divergente. L’article ouvre in fine de nouveaux questionnements sur l’articulation des exercices, l’affectivité, le rôle de l’animateur ou encore celui de l’usager. Les perspectives de recherches invitent à un décloisonnement disciplinaire.

This book illustrates how to design and implement co-creation, a powerful form of collective creativity that harnesses the potential of teams and can generate breakthrough insights. Skilled leaders and facilitators can utilize this approach to unleash the creative potential of their organizations. Drawing from years of applied research, the authors bring together insights from the fields of design and organizational development into an evocative and pragmatic "how-to" guidebook. Taking a human-centred rather than process oriented perspective, the book argues that experience design separates true co-creation from other forms of collective efforts and design thinking. Collective moments of creative insight emerge from the space between, an experience of flow and synchronicity from which new ideas spring forth. How to create and hold this space is the secret to the art of co-creation. Collective breakthroughs require stakeholders to undergo a journey from the world of their existing expertise into spaces of new potential. It requires leaders moving from a position of dominating space to holding the space for others, and developing core capacities such as empathy and awareness so that teams can engage each other co-creatively. This book uncovers the secrets of this journey, enabling process designers to develop more effective programs.

With the advent of smart cities (SCs), governance has been placed at the core of the debate on how to create public value and achieve a high quality of life in urban environments. In particular, given that public value is rooted in democratic theory and new technologies that promote networking spaces have emerged, citizen participation represents one of the principal instruments to make government open and close to the citizenry needs. Participation in urban governance has undergone a great development: from the first postmodernist ideals of countering expert dominance to today’s focus on learning and social innovation, where citizen participation is conceptualized as co-creation and co-production. Despite this development, there is a lack of research to know how this new governance context is taking place in the SC arena. Addressing this situation, in this article, we present an exhaustive survey of the research literature and a deep study of the experience in participative initiatives followed by SCs in Europe. Through an analysis of 149 SC initiatives from 76 European cities, we provide interesting insights about how participatory models have been introduced in the different areas and dimensions of the cities, how citizen engagement is promoted in SC initiatives, and whether the so-called creative SCs are those with a higher number of projects governed in a participatory way.

Rapid changes in business along with better informed customers threaten the traditional sales and procurement process. Thousands of sales and procurement people are threatened with extinction, yet all is not destined to be doom and gloom. A new way of partnering between these two roles can, in fact, create significant value for both organizations. Sales and procurement professionals have a bright future ahead of them if they can respond to six trends that the authors have identified in the business-to-business world. Each trend offers an opportunity to develop a new skill for sales and procurement professionals and adopt a new practice. Because these practices are not yet widely adopted as "best practices", the authors coin them "next practices." These trends include: working together to solve complex problems; organizing problem-solving networks across company boundaries; creating processes for live cross-company engagement; facilitating data driven, cross-company interactions fed by digital platforms; providing new personal experiences for individuals and lastly (and most importantly) creating new sources of value for firms. If these trends are adopted by organizations, the ability to co-create means providing significant value to both the sales management team at the supplier and the purchasing management team at the customer. With the alternative being that these job functions will be replaced by web-based or channel-based alternatives that will do most of what they do today at a fraction of the cost. Increasingly, there is no middle ground anymore. SAMs and senior buyers will either evolve into high value-added sales and procurement professionals, or disappear.

Offender mental health is a major societal challenge. Improved collaboration between mental health and criminal justice services is required to address this challenge. This article explores social innovation as a conceptual framework with which to view these collaborations and develop theoretically informed strategies to optimize interorganizational working. Two key innovation frameworks are applied to the offender mental health field and practice illustrations provided of where new innovations in collaboration, and specifically co-creation between the mental health system and criminal justice system, take place. The article recommends the development of a competency framework for leaders and front line staff in the mental health system and criminal justice systems to raise awareness and skills in the innovation process, especially through co-creation across organizational boundaries.