Keynotes

Susanne Maria Weber
Professorin für gesellschaftliche, politische und kulturelle Rahmenbedingungen von Bildung und Erziehung unter Berücksichtigung internationaler Aspekte, Philipps-Universität Marburg
  
Organising the New - by Design? Dispositives of Creation and institutional fields of the New

In dynamic, accelerating societies, discourses on future and innovation, creativity and change more and more are on the agenda of organized systems. Scientific, political and economical, but as well methodical programmatics and semantics of organizing shape organizational discourses as well as the acceptability of change strategies, settings and processes. Thus, the connection between knowledge, power and practice is a fruitful analytical approach to organization and the New. On the firmament of organizational change and innovation strategies, “design” and “design thinking” comes into being as a “rising star”. As organizational knowledge for multistakeholder and open innovation processes, it is given a methodical, organizational and even paradigmatic status.
So what is the relevance of different concepts of collective creation within the horizon of the “Design-Discourse”? Is “Design” just a new management fashion, another myth of organizing, or a first hint on power shifts in the epistemic fields of academic as well as organizational and institutional discourses of the New? “Organizational learning”, “deep innovation” and “design-thinking” will be presented and analyzed as “surfaces” of a discourse and as strategies of epistemic organizing in institutional fields of the New.

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 Rudolf Tippelt
Professor für Allgemeine Pädagogik und Bildungsforschung an der Ludwig-Maximilians-Universität München

Formen interorganisationaler Kooperation und ihre organisationspädagogischen Konsequenzen

Vertikale und horizontale Kooperationen von Organisationen sind heute für die Förderung von life-long und life-wide learning unabdingbar. Gleichzeitig haben diese Formen der Kooperation implizite und explizite Konsequenzen für die beteiligten individuellen und organisationalen Akteure. Auch starke bzw. schwache Beziehungen zwischen Organisationen bedürfen einer organisationspädagogischen Wirkungsanalyse. Theoretisch lassen sich entsprechende Wirkungen neo-institutionalistisch rekonstruieren, sie lassen sich unter dem Aspekt ethikorientierter Führung reflektieren und stellen neue Anforderungen an die sozialen Beziehungen in den einzelnen partizipierenden Organisationen.

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Michael Peters
Professor of Policy, Cultural and Social Studies in Education at Waikato University, New Zealand

Radical Openness: Creative institutions, creative labor and the logic of public organizations in cognitive capitalism

With the advent of the Internet, web 2.0 technologies and user-generated cultures new principles of radical openness have become the basis of innovative institutional forms that decentralize and democratize power relationships, promotes access to knowledge and encourages symmetrical, horizontal peer learning relationships. In this context radical openness is a complex code word that represents a change of philosophy and ethos, a set of interrelated and complex changes that transforms markets, the mode of production and consumption, and the underlying logic of our institutions. This paper examines the significance of peer governance, review and collaboration as a basis for open institutions and open management philosophies. This form of openness has been theorized in different ways by Dewey, Pierce and Popper as a “community of inquiry” – a set of values and philosophy committed to the ethic of criticism that offers means for transforming our institutions in what Antonio Negri and others call the age of cognitive capitalism. Expressive and aesthetic labor (“creative labor”) demands institutional structures for developing “knowledge cultures” as “flat hierarchies” that permit reciprocal academic exchanges as a new basis for public institutions.

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