Visual Innovation Accelerator
How To Ignite Powerful Innovation? Draw The Change. Graphic Toolkit To Get Things Going (again)!
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Writing a book within 12 hours. Does this seem like an impossible task? Not for our team of creatives! On Wednesday the 30th of January a team of nine experts got together to combine forces. Valuable knowledge was exchanged and innovative ideas were created. This mass of information has ultimately been reduced into this legible and visually appealing document. Why write a book in 12 hours you might ask, well, innovation is about prototyping, and this is a prototyping experiment!
The 12hrs book is an initiative by Manuel Sturm (www.modelminds.nl) & Manuel Bollue (www.manuelbollue.com)
Why this book 1. Getting people on board. Instead imposing innovation top-town, work from the bottom up. This enables more involvement and participation and creates a sense of responsibility. 2. Gives insight in change processes; visualising the process, making it tangible. Enables to visualise new, innovative ideas. 3. Most changes are complex. The most effective way of getting a message across is combining text and image. Both parts of the brain will be stimulated, resulting in a better understanding of the initial information. Using the tools from this book will help you create more meaningful, creative, and engaging get-togethers. In a faster-changing, more complex, increasingly interdependent world, becoming responsive while taking leadership is what business should be about.
How to read Moving innovation forwards is basically achieved through the work and commitments of people like you and I. Through the way we feel engaged and are prepared to go the extra mile, alone and in a group. During the innovation process, ModelMinds has observed that people pass 7 different stages (sequential or not): Head, Eyes, Heart, Hands, Back, Knees, and Feet. For this Toolbook, we deliberately approach innovation from a group dynamics point of view (not the innovation process as such). This means you will find Innovation Accelerator tools to use in each one of these 7 stages.
Action Guide
Process Facilitation
The Metaphor
Head
Eyes
Heart
Hands
Back
Knees
Feet
Process This book has been constructed using a process designed for rapid results. Early in the morning, the starting point was an personal introduction using hand dawn self portraits and a warm-up with the prototyping threesome technique (see further in the book). The anchor for the day was a collective inventory of innovation blockages and a shortlist of cool techniques and tools. From that point on a series of sprints started. Each sprint is composed of : 1. 2. 3. 4.
individual choice of 2 blockages and/or tools individual development of situations, goal and how to use the tool. 1-to-1 sparring and improving each others’ tools stand-up: a short status on result and process.
During the sprints, a production unit (copywriter and designer) gets continuous input while every participant chooses tools he loves to use, to share and to tweak. Once the sprints are over the participants switch to new tasks in support of production: last drawings, scanning, copywriting, writing final texts, etc. At the 10 PM the project closes with a celebration.
The Tools...
Prototyping Threesome... SITUATION A group of people has to create a prototype based on an idea. This has to happen within a limited time frame, e.g. 12 hours. Do not get stuck in endless discussions, the creative process or minor details. GOAL The group of people needs to get into the right mindset. 1.Whilst working move freely, e.g. from one idea to the next and back again. 2.Collaborate, work together and let others build on your ideas. 3.When one problem is tackled, move on to the next. TOOL Put up three whiteboards or flipcharts. 1.On the 1st: Draw a prototype of your goal/topic, e.g. a care. You can do this using the five-line drawing technique. 2.On the 2nd: Pimp your basic drawing with extra features. 3.On the 3rd: Complete the series by drawing a client/user, being active. After these three drawings are done, continue with your other goals/topics. Do this in a fast pace to make sure you keep the dynamic going.
What really fits us? the selection circles SITUATION With many paths to follow it is important to know what is important to us. In a business environment this can be rephrased in ‘What really fits ‘us’? ‘Which direction to go?’ GOAL Gathering all your individual thoughts on one page. Keep moving forward and keeping clarity within the process. Going from ‘So many choices’ to ‘This is it!’
TOOL Draw three circles that overlap each other. 1. Write down – three times – What you really care about; identity, values and the like. 2. Write your thoughts and ideas into the circles. 3. Look at where things overlap. 4. See if there is one particular element that you can mark as your ‘rockstar’.
Tell it with your feet... SITUATION Several problems to tackle: A larger group has to make a decision. People do not participate. There is unclarity about where people stand in relation to certain issue/ topic. GOAL 1. Decision making and voting. 2. Participation and engagement. 3. Clarification of roles/views. Document- ing the different points of view. TOOL 1.Call out a statement. 2.People physically position themselves/move to what they stand for. 3.Note down the results and/or invite people to explain why they stand in a certain place.
How do we get to where we want to go. the metromap. SITUATION Innovation sometimes requires the parallel implementation of various elements. This makes it difficult to a clear view and extinguish relationships. Project plans become too complex. GOAL 1. Make a one page overview of all elements and their different phase. 2. Show participants and stakeholders their contribution and dependencies. TOOL 1. Select elements and perspectives; can be functional or technical e.g. interior redecoration, software or product portfolio. Use different colours to distinguish between the various elements. 2. Define phases; use stops as a metaphor for milestones. 3. Stopovers/transfers represent moments of alignment/synchronisation; define where on the timeline the elements will meet.
The Need Benefit Egg. SITUATION There is a clear need for change but this is difficult to communicate on a ‘field level’. Employees show resistance because they are not informed on things. GOAL 1. Translate strategic insights into ‘field language’. 2. Show the big picture; Why you/they need to change. What you/company has to gain; future perspective. 3. Hand middle and lower management a simple tool explaining the situation. TOOL 1 Draw 3 circles within each other; Mark them as Market/Environment, Company and Me. 2. On the left of ‘the Egg’ note ‘Why change is needed’ – Bad News Perspective; a) Market evolutions, fact and figures. b) What these evolutions force the company to do. c) What this means for teams/individual jobs and tasks, e.g. doing things differently. 3. On the right, note ‘What there is to gain’ – Good News Perspective; a) How this will affect the position and image of the company within the market. b) What this change will help the company e.g. market share. c) What you have to gain, e.g. personal development, added value to customers.
What really matters to me? steal with pride... SITUATION You are in the final stage of a session, training, workshop or project. Your head is bursting with all the information given throughout process. Question is ‘What can I gain from this?’ Which information is relevant to me personally? GOAL Just remember that bit of information that appeals to you. Focus on this single insight and repeat it as a mantra. Share with others that what you have ‘stolen with pride’. TOOL Take a post card. 1. On the front; draw what inspired you, take a picture and so on. 2. On the back; write what happened, why it was relevant and who will receive this postcard. 3. Share the postcard with others, use it to thank someone or send it to yourself. Key is to remember the information that is most important to you, even days later.
The energy curve.
SITUATION
GOAL
TOOL
The danger of losing the connection within a group process, e.g. working on a project, workshop and so on.
Getting feedback from other participants on the process or project, e.g. how to take and/or improve the next step.
1. The facilitator prepares flipcharts, away from the group. Participants write down their ‘highs’ and ‘lows’ during the process. 2. Every participant draws his ‘energy line’ throughout the process and writes why the energy is low or high at particular points. 3. Facilitator turns flipchart around, discussing trends, motivations and important information with the group.
The iceberg model.
Personal Communication Tool
SITUATION Show change resistant manager that you understand his perspective and being able to add something that is not yet visible.
GOAL Avoid ‘a Titanic Situation’ - the infallible and ‘know it all’ bias - by visualising an iceberg.
TOOL Legitimising your point: 1. His perspective, e.g. of your manager. What your manager sees, show him you understand his point. 2. Your wisdom. What you can add to your manager’s perspective, taken from your personal knowledge.
The iceberg model
Group Communication Tool SITUATION There is more to a project than people realise. To visualise invisible aspects you can use ‘the Iceberg Model’.
GOAL Visualising and/or showing all aspects of a project. Especially the ones that tend to stay submerged.
TOOL Draw a line marking the surface and map the project’s obvious and visible aspects above the line. Underneath the surface people can add aspects they think others might have overlooked or do not yet know about. Mapping a project like this visualises that what is clear already and what is not.
Grow an idea tree. SITUATION How to converge the mass of ideas created in a brainstorm session into a workable and clear project?
GOAL Combining ideas to grow into one clear ‘project tree’. Materials needed: Memo’s and flip chart paper to draw your ‘roots’ and ‘tree’ on.
TOOL The roots of the tree stand for the mass of ideas. One stage up, some ideas may be combined and grow into the bark of the tree or they will just remain substantial ideas moving upwards. A few ideas will make it to the top branches or grow out to become a new project. A few ideas might die off.
The Kitchen and the Restaurant.
Personal Communication Tool
SITUATION Making an internal communication or an external marketing plan. Designs, research & development, prototypes or other innovations ready to ‘release’. GOAL Releasing ideas to an audience when they are ready. Doing so in a language that is clear and relevant. Think of your position towards the audience.
TOOL 1. Draw a kitchen, a restaurant and the door separating the two. 2. On the ‘kitchen side’, write down ideas and innovations. 3. Underneath the door in the middle, write down ‘the state of the ideas’ before releasing them to the customers. 4. On the ‘restaurant side’, write what to say or not to say about the ideas.
Perspective Impact Mapping. SITUATION Millions of euro’s are spent on things - e.g. software products - that do not fit a certain environment – products no one uses. GOAL Whilst creating keep the people in mind that will ultimately use the products. Note: also acknowledge the possible negative impact these products might have on his/her quality of life and his/her surroundings. TOOL How can we turn around the possible negative impact into positive ones? 1. Write a scenario. 2. Brainstorm together with a (end)user. 3. Rate it -/+ 4. Think of how to change possible negative impact.
Visual Anger Management.
How to Release Tension and Get Over Yourself SITUATION Frustrated people wasting valuable energy on being angry. The frustration is not ventilated but kept bottled up inside.
GOAL Regaining peace and equilibrium. Mentioning what bothers you. Finding solutions. Being constructive. Include rather than exclude; sharing with others.
TOOL 1. Draw or write what bothers you in a private letter. You can be as detailed as you like, use swear words and so on seeing this letter is personal. 2. Tear up the letter, burn it; ventilate your anger by destroying your negative thoughts.
Spin off stairs. SITUATION Lack of focus in a creative process due to new ideas, spin offs, scope changes and so on. GOAL 1. Create a step-by-step plan. 2. Define realistic short-term actions. 3. Get started immediately and do not get stuck in endless discussions. 4. Save space for future ideas. TOOL 1. List your ideas. 2. Draw a graph. 3. Separate the ideas with a line, moving upwards like stairs. 4. Note your ideas on the graph mentioning the effort it takes to implement them and when they should be ready to use.
Doughnut principle.
Who’s dougnhnut is it?
SITUATION Innovation requires the collaboration of many different people. The process might present confusion about who is responsible for what, risking ‘turf wars’. GOAL This exercise both identifies core accountability and shows where shared responsibility is needed.
TOOL Think of a jam doughnut; soft spongy cake with jelly placed in the middle. The jelly stands for core accountability the doughnut for shared responsibility. 1. Look at the required actions. 2. Fill each person’s doughnut with these tasks. 3. Look for inconsistencies, e.g. a fitting a task in more than one jelly makes a mess, fitting a task in multiple doughs needs coordination and so on.
From BS to Bingo! SITUATION ‘Warming up’ a group to a creative thinking process, a group being stuck defining and redefining or a group needing to become more specific in their language, e.g. ‘customer excellence’, ‘lean and mean’ and so on. GOAL 1. Physical warm up; the creative and visual part of the brain. 2. Making abstract terms and/or concepts concrete at an action level. 3. Sharing and exploring different interpretatio TOOL 1. Write down the ‘bullshit’ words taken from your talk/conversation on individual pieces of paper. 2. Collect these words into a box, hat or cap. 3. From this, pick one word and say it out loud. The group should then draw their interpretation as quickly as possible. 4. Review the different interpretations and select the most relevant image; bingo!
Get the picture!
Challenges in your daily life. SITUATION Getting participants within complex or complicated situation or disturbed group dynamics to talk freely, share and remember. GOAL 1. Getting ‘unstuck’ by using other definitions, shedding new light on the problem. 2. Encouraging the group to become creative, associative and thinking freely. 3. Encouraging involvement, fun and creative engagement. TOOL 1. Draw 100 extreme and/or daily situations that intrigue you 2. Name 100 problems or awkward situations present in your current group or project. 3. Take the most important problem and match it with daily situations from step 1. 4. Draw your problem on a paper and discuss with others its representation.
Zoo’m on you. SITUATION Discussing people’s well being or functioning in a personal self-reflective way, or within a closely collaborating team. Refresh the dynamics and patterns within a team. GOAL 1. Reflection, peer to peer. 2. Change of perception either oneself or others. 3. Tips on how to improve team dynamics.
TOOL 1. Choose an animal that closely resembles a colleague. 2. Draw the animal. 3. Next to the animal, write down its characteristics. 4. Hand your drawing to the particular colleague. 5. Together, reflect on things like ‘Do you recognise yourself?’ and ‘What animal do you associate yourself with?’
Visual project mapping SITUATION Various projects are being launched and/or continue. When you need an overview and/or clarity of the process; ‘What is going on at this very moment?’ GOAL 1. Creating an overview. 2. Checking what is happening now. 3. Alignment, focus and set properties for future projects. Spot dependencies and vital relations between different projects.
TOOL 1. Draw a timeline including milestones. Note ‘past’, ‘present’ and ‘future’. 2. Draw the various projects in the picture.
Channel voodoo SITUATION Engaging co-workers in a project, creating new communication channels or add extra communication moments. Risk; communication clutter overload.
GOAL Make the most of existing communication channels and initiatives; see where you can implement ‘plug in messages’.
TOOL 0. List of messages. 1. Draw ‘the employee’ representing a target group. 2. List all channels that reach this group plus where and how. 3. Write the messages that need to be delivered next to the corresponding channels. 4. Add release dates to the messages.
Visual Forward Pass Focus SITUATION Projects get delayed or even stop because people do not know how to prepare for the next step.
GOAL Clearly communicating the moment something needs to be passed on to someone else. In order for this action to go smoothly it needs to be properly prepared.
TOOL Co-create a visual timeline with clearly marked ‘handover moments’. Clearly define who has to do what to be fully prepared for the forwarding and/or receiving.
Have it your way SITUATION Fundamental disagreement; 1. Either between various solutions. 2. Or in the ways of implementing these various solutions.
GOAL 1. Showing the people involved the impact of their points of view. Making sure not to block them in doing so; mental aikido. 2. Execute an extra ‘stress check’ on all options. TOOL 1. In the centre of a page, draw three people with different points of view. 2. For each point of view ask what the consequences are for e.g. results (€), timing, workload, client satisfaction and so on. 3. Draw the answers onto the page. 4. Make a choice from the various solutions that are now before you, visually.
Everybody can be a Picasso SITUATION People claiming they cannot draw.
GOAL 1. Taking away fear of drawing. 2. Creating a drawing to spark a conversation.
TOOL 1. Put a piece of paper inside a (paper) bag. 2. Without looking into the bag, draw someone’s portrait on the paper. 3. The result will be an abstract piece of art ready to start an interesting conversation.
Kill Your Darlings SITUATION People cannot let go of their newly created ideas. GOAL Letting go of ideas without blocking the speed of the process. TOOL Write potential but not yet selected ideas on a paper stuck to a flip over or wall; clearly visible. At a later stage in the process spend 10 minutes on how these ideas might contribute to the already selected ideas. If this proves impossible throw away your faulty ideas immediately.
The Root Cause Tree.
What is the Real Question? SITUATION
You have produced the numbers that were requested but missed a certain underlying question, not (yet) visible when asked. GOAL A solution that goes further than a straight answer to your client’s initial question. TOOL 1. Ask listen and map; draw a tree and write down initial thoughts. 2. Ask listen and map; draw the roots and write down answers/reasons. 3. Define the question(s) based on ‘root causes’.
Say It Like You Mean It SITUATION When passion gets lost during the process and/or you want to check the general feeling. When you want people to be authentic, stay close to their identity. GOAL 1. Create a culture of experimentation through a process of trial and error. 2. Make a serious personal point. 3. Reflect through mirroring. TOOL 1. Think of ‘coffee cup slogans’. 2. Say it out loud. a) or have another person do it for you. b) have another gesticulate it. c) what is the audience’s reaction? 3. How does this feel? Describe the energy when saying it out loud.
Enhanced Empathy Map
SITUATION Who do we work for? What does this person really need? Do we really understand him/her? GOAL Coming up with a clear cut, personal solution. Tried, tested and understood. TOOL 1. Fill out the chart with a specific person in mind. Imagine the way they think, see, hear, feel, do, their pain and gain. 2. Discuss this chart with the person presented and make sure they feel understood.
Visual Market Research. SITUATION The implementation of an innovation is often supported by market research. But did you get honest feedback on your (survey) questions? Or practical feedback about how your innovation will be used: “I think that he might … she could … I guess … We would … Maybe.” You are always left with a number of assumptions. GOAL Test your assumptions / ideas about what people can do with your product or service BEFORE implementing. Find out what emotional value people give to your new product or service. TOOL Ask participants to your research to picture your product or service being used in real life e.g. Ask them to draw themselves with a phone (or ask the to describe and draw yourself) Ask them to draw some products they use daily (1 e.g. one per card) … and to draw your new product or service With this extra product, ask to sort them in order of relevance / value P.S.: use actual products.
Yes … & … draw! How to pass on your designs and ideas in order to improve them SITUATION People tend to counterargument A vs. B, yours vs. mine. We tend to protect our own work and to be skeptical to things “not invented here.” A clear signal in their language: “yes, but…” Results: productive discussions are being blocked, there is less energy to move forward. GOAL Add to existing ideas. Be able to let go of your designs (and in general: your work). Be able to start with what other people have already achieved and to continue working on their ideas. TOOL Have people draw their vision, outline, sketch … on a sheet of paper. Possibly add one sentence or a few keywords. Have them pass it on so that colleagues can add to it (e.g. in another color or below the first drawing). Eventually, you end up with more solid ideas, developed from different perspectives.
How Important Is It To You?
Get glarity on how different people see the issue SITUATION Our engagement to work on something is determined by how we perceive our role / the link with our project / a possibility to solve our issue(s) * GOAL All participants to “get on the same page. TOOL Define a metaphor representing the issue / role / project*, e.g. a nut Let everyone draw the issue on a piece of paper Discuss the differences in size and position, make it clear to what people compare the metaphor (++ if everyone gets the same size !) Nice variation: draw the project as a ship and draw yourself in a role on that ship. * choose what fits
Stair Casing SITUATION Disruptive innovations always require learning something new. Whether that means new competences, habits or practices. GOAL 1. Combine learning, performing and innovating. 2. Make revolutionary ideas attainable.
TOOL 1. Draw/write down the ‘revolutionary innovation’. 2. List all the competences needed to achieve this. Do so in an order mirroring the level of difficulty to reach the ‘aspiration level’. 3. List intermediate innovations – realistic performance levels – based on subsets of competences.
Need Mapping Beyond Interaction. SITUATION Various parties with different interests are in a conflict. Or if they have a say in the design, development, implementation and evaluation of a plan which shows many conflicting interests GOAL 1. Create a realistic view on an issue or project, understanding all angles. 2. Map the patterns and intensity of interactions between various parties. 3. Formulate key questions and priorities. TOOL 1. Map the interactions between parties; what do they see, do and so on. 2. Write down the needs of the stakeholder-group. 3. When understanding the behaviour and needs of the stakeholder-group’; which key questions and dilemma’s arise? Which aspects need more research?
The Movie Poster.
Tease people into your project
SITUATION You have developed an idea in a small team. Now, you need to get others interested to get involved, to embrace the new (plan, project, innovation). GOAL Get them curious, excited ‌ desperate to play a part. TOOL Design a poster that captures the goal, what’s at stake and the mood around the project. Take your time to find a good metaphor (e.g. movie theme) and use this metaphor in all following value propositions, communications, e-mail events etc. Find a slogan that works. Photoshop and existing famous poster. P.S. Let them come to YOU and ask about the poster.
Skills Backpack
Get people to compare a new job not with their current job, but with their skillset SITUATION Due to a change or an innovation, people will get assigned in new jobs and tasks. They are required to adopt new skill sets. This may cause stress, insecurity, fear … because they see the new job as a threat, “unknown”. GOAL Together with these employees, investigate and map which CURRENT skills can still be used in the new job … and which skills are REALLY new. Give people a new perspective: they > their current job. TOOL 1. Define “the skills you use in your current job” 2. For each of these skills, brainstorm what else you could do with e.g. coaching a team coaching individuals, giving training 3. What other skills are in your backpack, which you haven’t used at work YET, e.g. drawing, organizing parties? 4. Match both current skills with the one required by the new job 5. For the skills still required, agree on a development plan
The storyboard. How to create a shared fundament for change
SITUATION When implementing a certain change, often roles are assumed. People start to work on their bit. Deciding on what is really important is not done collectively. GOAL Create more collective decision making, agreement an support on decisions to take and roles to fill. Keep people happy with their roles and motivated. The project gets carried by the collective, it is inclusive. TOOL Individually, draw a storyboard on how you see the implementation of this project. Focus on the important milestones according to YOU and what you are doing specifically. Share with each other. Use the different storyboards to get alignment on the most important milestones and on the individual responsibilities.
Swarm Leadership a.k.a. SCRUM. SITUATION In a project, reporting needs to be action oriented and multi-dimensional. Frequent alignment between team members / parties involved is needed. What is the right way? Nobody knows. GOAL Get people to trust the process see when they can help each other see the progress work towards a vision together TOOL On post-its: Brainstorm tasks (TO DO’s) Take one at the time, do it (put it ‘in progress’) Move to blocked if the person or the situation makes it impossible to complete the task. Done = done. Hold weekly sessions to discuss how things are going and/or add new tasks or TO DO’s.
The Weather Report. SITUATION In status updates, you need more than just a one moment snapshot. On the other hand, you need to avoid long reports. GOAL Take a future oriented perspective on statuses. To be applied in various situations: participants in a workshop, state/health of the organization, project status‌ TOOL Draw a weather outlook card Temperature represents intensity / energy level on the project. Clouds represents mood or performance level. Wind represents volatility (of external environment). P.S. Let them come to YOU and ask about the poster.
CTRL-C, CTRL-V SITUATION Some things cannot be solved when you stay too close to your challenge; you cannot see the way out of the forest when standing in the middle.
GOAL Bringing in fresh perspective. Finding solutions in unexpected situations.
TOOL Describe your challenges as precisely as possible. Randomly pick 5 industries, 5 brands or companies outside of your industry, 5 sports, 5 animals or plants. Look for similarities between your challenge and the situations mentioned in 2. How do these industries, companies, animals and so on deal with their situation? Combine their solutions with your challenge.
Get clarity.
How to Pin Point the Issue in Complex Situations
SITUATION An individual or group is confused. What is the essence of the problem? Note: Best to use this tool before you feel you are getting lost. A facilitator or coach may use this tool when he/she feels heading into a ‘swamp’. GOAL Discussing what is going on. Clarity on the essence of the issue. Pin Points where to intervene.
TOOL Ask the individual or group to draw the issue in a cartoon. Present the cartoon(s) to get a clear understanding of its content. Discuss things like; ‘Is it really true?’, ‘Why are things perceived like this?’, ‘What can be changed?’ ‘Which cartoon does everyone like?’ and so on.
Wanted: Dead or Alive. Alive SITUATION People not being aware of their role in blocking a process, or not taking responsibility/ownership in a project. GOAL Stating/addressing non-constructive behaviour within groups. Self-learning and reflecting. Identifying actions when dealing with a terrorist.
TOOL Describe the way a terrorist acts. Describe what needs to be done when confronted with a terrorist. Variety: Instead of defining the terrorist you can try and define the cultural magician or other characters.
Bio’s
Authors:
Manuel Bollue Independent communication & change projects leader with a passion for client oriented innovations, visual storytelling and applied improvisation. Always in for a creative challenge and a intense collaboration with cool people. Co-organizer of the 12 hours book project. www.manuelbollue.com Eva Carp All-round Jack of all trades in creative communication. Has extended knowledge and skills in both copywriting and graphic design. My additional PR-experience proves valuable in both areas. Marco De Cuyper Explorer at ModelMinds and Industrial Designer. Loves innovation and looking for ways how to make it tangible. Manuel Sturm Manuel Sturm is an experienced graphic group facilitator. He has become an entrepreneur and social changemaker with Knowmads business school in Amsterdam. With his Swiss discipline and Visual Changemaking trainings he knows how to activate groups to get their best outcomes, in a simple, creative, and engaging way. He works mainly with banks, software, building, and medical service industries.
J端rgen Tanghe J端rgen Tanghe is designer of change in organisations, founder of kite (www.kiteconsultants.eu), works on Strategy, Service design & Change. Curious of all human behaviors. Intrigued by neuroscience; fountain pen lover, Foodie, plays Salao football, enjoys being a proud father @jurgentanghe Bert Van De Craen For Bert, tomorrow is today since the challenges of the future can be felt this very moment. Companies and organizations represent important challenges, competing in a demanding corporate climate. Today Bert aims to find the solutions that can be of value in the future. Oscar Westra van Holthe Embodies "Radical Honesty" in his (graphical) facilitation approach based on visual modeling skills. Works essentially for the European Commission and ministries but also with corporate clients, banks and insurance companies. Support Floris Koot Wildly Creative Process Designer and Facilitator with a background in very diverse creative professions, including illustrator. As a Social Inventor he changes the face of education with his contribution to Knowmads Business School, and the face of Sports with PlayforCange.nl where he co-created the 21st century sport called Switchball. Wytze Veenstra Wytze Veenstra is a creative,working in advertisement, design, and illustrations. He has worked with all major A-brands, as an independent creative or with an agency. Recently he has been specialising himself in visual harvesting, while keeping the bigger picture at all times.
Credits/Attributes: Although the authors of this book have used their best efforts, it may be that source omissions could have accidentally occurred. We apologize for these and would kindly ask you to inform us, so we can rectify/correct it in our next publications. On the right you see our bookshelf. Of course we were inspired by books etc. we read before.
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