This is SenseMaker in its most simple form, usually structured to have an open (non-hypothesis) question (commonly referred to as a ‘prompting question’) to collect a micro-narrative at the start. This is then followed by a range of triads (triangles), dyads (sliders), stones canvases, free text questions and multiple choice questions. The reason or value for using Sensemaker: Open free text questions are used at the beginning as a way of scanning for diversity of narratives and experiences. This is a way to remain open to ‘unknown unknowns’. The narrative is then followed by signifier questions that allow the respondent to add layers of meaning and codification to the narrative (or experience) in order to allow for mixed methods analysis, to map and explore patterns.

One of the exciting promises of web3 is the idea of decentralized networks, so that one decision maker can’t necessarily take down a platform used by hundreds or thousands, alone. But how do you build that network? How does that fit with your business model? Your marketing goals? If you’re a creator, why would you spend the time developing a corner of this new internet just for your project’s fanbase? While social media platforms will persist, there’s a layer that has always separated successful, memorable projects from one-hit wonders: fan communities.

We argue that other peoples’ failures provide a neglected source of managerial learning that is associated with enhanced learning transfer. Due to their negative valence, stories about other peoples’ failures as compared to stories about other peoples’ successes should elicit a more pronounced motivational response, such that people elaborate the content of failure stories more actively. As a consequence, the knowledge gained from failure stories will more likely be applied on a transfer task. We expect this motivational response to failure stories and its benefits for learning to be most pronounced for people who view failures as valuable learning opportunities. We report an experimental study, in which participants were exposed to a managerial training with stories about either managerial successes or managerial failures that delivered the same learning content. Results showed that stories about managerial failures led to more elaboration and learning transfer, in particular for participants who see the learning potential of failures. We discuss how failure stories can be used to stimulate managerial learning in educational and organizational settings.

Why co-create and why now? Collective Wisdom is a first-of-its-kind field study of the media industry, that maps works that live outside the limits of singular authorship. While the concept of co-creation is entering the zeitgeist, it is an ancient and under-reported dynamic. Media co-creation has particular relevance in the face of today’s myriad of challenges, such as the climate crisis and threats to democracy. But it is not without risks and complications. In this study we look at how people co-create within communities; across disciplines; and increasingly, with living systems and artificial intelligence (AI). We also synthesize the risks, as well as the practical lessons from the field on how to co-create with an ethos grounded in principles of equity and justice. This qualitative study reframes how culture is produced, and is a first step in articulating contemporary co-creative practices and ethics. In doing so, it connects unusual dots.

A reference guide to help you effectively plan, build, and launch a successful new media project. Each section contains a quick-read guide and includes case studies from seasoned veterans.