Professional Documents
Culture Documents
Week1
Wow,whatastarttoacourse!ThiswasthefirstcourseintheeMBAthatIhaveenrolledinwithamixofmastersdisciplines.
WehadalreadybeenrandomlygroupedwithdifferentmastersstudentsandIcouldalreadytellthatthiswasgoingtobea
challengingexperience.
WhenitcametoselectinggroupsitwaslikeallthenoneMBAstudentsweredeerinheadlights,theireyesdartingbetween
eachotherandthehandfulofmoremature,extrovertedindividualswhohadintroducedthemselveswithgreatconfidenceand
vigor.AlmostasiftoaskwhichoneamIgoingtoget?
Thisweekwewouldproduceapersona(seebelow)aswellasaCLNcontractwhichwoulddictatethewaywewouldoperate
asaCLN.Interestingly,thiswasthefirsttimeIhadcompletedaCLNcontract,somethingthatIthinkisverypowerfuland
shouldabsolutelybeintroducedacrossalleMBAcourses.
Figure1:Personal:DanielMiddlemiss
Week2
Thisweekweexploredthewickedproblemingreatdetail:Howtoaffordablyenabletravelerstoimpactpositivelyonclimate
andtalkedaboutdifferenttypesoftoolsthatcouldbeusedtodevelopvaluepropositions.Lookingaroundtheroomdesign
thinkingseemedtobequiteaforeignconcept,howeversomethingfortheeMBAstudentsthathasbeenintegratedthroughthe
entireprogram,sothiswasalotofrepeatedmaterial.
WhatIhadntbeenexposedtowastheBusinessModelCanvass(BMC).Thistoolistheultimatein'onepagers'andIcould
instantlyseehowIcouldusethisasatoolinpractice.IhadseenthebelowimagefloataroundLinkedInovertheyearsand
wasafairlyaccuraterepresentationofmanyorganizations.
Figure2:ManagementistheEnemyofInnovation(GameChanger,2014)
Ofteninworkplaceswehavepeoplewithgreatideasbutperhapswithoutthecommercialacumentoconsideriftheideais
actuallyviable.Withoutanywaytocollaborativelyiteratetheidea,oftenthepathofleastresistanceseesaleadersimplyshoot
downtheideawithverylittleexplanation.Whiletheleadermayhavebeensurethattheinitialideawasnotviable,this
approachhamperscreativityanddoesnotallowthepersonwiththeinitialideatolearnfromtheexperience.Oftenthisleaves
themdejectedandlesslikelytoofferasuggestioninfuture.
InnovationissomethingthatItrytoencouragewithinmyteams,however,oftenitishardtogetideasoffthegroundfloor.By
sharingtheBMCtoolwithmyteammembers,itcanbeusedasaguideforallthingsthatneedtobeconsideredbecauseit
breaksapartabusinessmodelintologicalbitesizepieces.Eachpieceisinterdependentbutcanbeworkshoppedindividually,
providingfocus.Icouldalmostmakeitcompulsoryforeverystaffmembertocreateanewbusinessmodelcanvasseachmonth
toencourage.
Schrage(2016)wroteanarticleintheHarvardBusinessReviewabouthowcompaniesarenowmakinginnovationeveryones
job.ThepiecediscussestheideathatinnovationisnolongerrunandimplementedbyClevelexecutives,butratherits
championedbyevangelistswhoarebecominginnovationtrainers,creatingandpromotinganinnovationfunnelthroughevery
individualwithintheorganization.Ibelievecompanieswhoadoptthiskindofmentalitywillnotonlybreedafantasticculture,
butwillalsobemoreagileandresponsivetochangeswithintheirindustry.AtoolliketheBCMisdefinitelyusefulforan
organizationtryingtopromoteaninnovativeculture.
DuringourtutorialmyCLNstartedexploringtheideastodevelopavaluepropositionforacustomertohelpsolvethewicked
problem.Thiswaspainstakingsosaytheleast.Despitethelectureandadditionalfocusondesignthinkinginclasstheteam
werejustlookingfortheeasyanswer,likemakeanewhelmet,orcreateanappthatmakesiteasierforinternationalstudentsto
travelduringholidays.Iwastryingtoencouragecreativityandtoassisttheminbreakingdowntheproblem,butitwasdifficult.
Alloftheideaswerevalidbutnoneofthemwerereallyfocusingonfixingthewickedproblem.EventuallyIcameupwiththe
ideaofstoppingpeoplefromtravelingaltogether.Thisideawasinspiredbythe2010TedTalkbyDavidMcCandlesswherehe
describedavolcanothatwhilereleasingagreatdealofcarbonintotheatmosphere,simultaneouslygroundedenoughplanesto
actuallybethefirstevercarbonneutralvolcano(TEDEd,2012).Unfortunately,despitemystoryandvideo,theideawas
receivedwithblankstaresofconfusion.
Video1:Thebeautyofdatavisualization(TEDEd,2012)
Weallseemedtobeextremelylimitedbyourownbias,framingideasbasedonourownpersonalexperiencesoftraveling.
Walsh(1995)discussescognitiveframesasmentallyimposedtemplatesthatcauseustoseetheworldthroughalensbased
onourownexperience.IhadneverbeeninasituationwheremylenswassofarremovedfromthatofeveryoneofmyCLN
teammembers.Itwasgettinglateandwehadexchangedenoughconfusedlooks.Isuggestedweallgoawayandcomeback
thefollowingweekwithsomenewideasafterdoingsomemoreindividualbrainstorming.
Week3
Thisweekstutorialwasabreathoffreshairafterthepreviousweekscreativechallenges.IfeelthisallowedmyCLNtoreally
understandtheconceptofdesignthinkingandthepowerofaniterativeprocesstodefinetheproblemandcreateasolution
throughconstantlycapturingfeedback.
"Inorderunderstanddesignthinking,somepeopleneedtobehelped(forced)todosomedesignthinking."Daniel
Middlemiss2016
IwasluckyenoughtoworkwithBenDeAmiciswhoIhadworkedwithinothercoursesthroughouttheeMBA.Wewereableto
collaborateandprovidedetailedandhonestfeedbacktooneanotherwhichultimatelyledtodesigningfantasticsolutions(even
ifIdosaysomyself)!Itturnedoutthatwehadalotincommonwhenitcametoimprovingthegiftgivingexperience,which
madeitveryeasytoempathize.Theprocessiscapturedinthebelowimage:
Figure3:TheUltimateGiftGivingExperience:CocreatedbyDanielMiddlemissandBenDeAmicis
Afterthisactivity,itwasbacktotheCLNgroupstodefineourcustomerandvalueproposition.Unfortunately,theweekof
brainstorminghadveryminimalyield.Atthispointintime,Ithoughtitstimetogetthismovingandstopbeatingaroundthe
bush.Icontinuedtodiscussmyideaofanaccreditationsystemwherewepromoteflexibleworkplaces.Theideawouldhave
twocustomersegments,beingthetraveller(employee)andthecompany(employer)whowouldusetheaccreditationto
promotethemselvesandattractthehighestqualitytalent.Iexplainedthattheconceptwoulddelivervaluetotwocustomer
segmentswhichOsterwalderandPigneur(2010)defineasmultisidedplatforms(ormultisidedmarkets).Inthistypeof
businessmodelbothsegmentsareequallyimportantandthemodelwillfailunlessyoucreateaneffectivevaluepropositionto
eachtypeofcustomer.
Ihadtakenanactiveleadershipwithinthegroup,butIwasconsciousthatIdidn'twanttodominatethegrouportheideas,soI
openedthediscussionbackuptoseeiftherewereanyotherideas.Jesseresurfacedtheinternationalstudenttraveler
travelinghometochinafortheholidays.Igenuinelydidn'tunderstandthevalueproposition.Welettheideamarinateamongst
theteamforsometimeuntilIsaidwehadtomakeadecision.Wedecidedtogowithmine,thoughIcanthelpbutthinkImight
havedominatedthedecision.WeplannedtomeetthefollowingweektodeveloptheBMC.
Week4
Thisweekwhenwemetasateam,Kaiopenedbysayingthatmyideamightbetoocomplicatedandthatteamwouldpreferto
dosomethingmoresimple.Iaskediftheywouldlikemetotrytoexplainitonemoretimeandtheywerehappytohearmeout.
Byexplainingslowlyandaskingquestionsthroughoutmyexplanation,Iquicklylearnedthatallalong,muchofthelanguageI
wasusingwasnotbeingcomprehended.Infact,noneofthemhadanyideawhataccreditationactuallymeant.Itwasduring
thisconversationthatIrealisedthebestwaytoexplainmyideafurther,wasntbyspeakingaboutitinalanguagethatwasnt
nativeforthem,insteadIstartedtocompletetheBusinessModelCanvass.
WOW.AsIwent,theteamwerewatchingthedocumentongoogledocsandcopyingwordsoutandsearchingfortheir
definition.Iusedthehearttickasanexampleofhowconsumersdecidewhattoeat.UnknowinglyIwasprototyping!After
about30minutes,wehadourfirstiterationofabusinessmodelcanvassandtheteamunderstoodmyidea.Iaskediftheystill
wantedtochangetosomethingmoresimplebutunanimouslytheysaidtheywerehappytorunwiththeaccreditationmodel.
ThiswasaMASSIVEmilestoneinourworkasateam.
Wefinishedthesessionbyplanningwhatwewouldneedtoresearchinordertovalidatethisbusinessmodel.Wecameup
withthefollowingfourkeyareasthatwouldrequireresearch:
Isitcurrentlyofferedandreasonwhy/whynot?
Whataretherisks?
Doescreatingthisflexibleworkingenvironmentactuallybenefittheorganization?
Basedonresultsmaydefinecustomersegmentmoreaccurately(EGperhapsretailersarelesslikelytoadoptthese
kindsofconditionswhencomparedtoITcompanies)?
Whatisouridealcompanyinthismarket?EGSoftwareengineeringcompanieswheregoodtalentishardtofindand
conditionsarehighlyvalued?
(4)Industry/academicresearchthatpromotesflexibleworkingenvironments(company)
Ididsomequickonlineresearchwiththeteamtoshowthemwheretofindthisinformationandwewereonourway.Iwasable
todemonstratehowtofindinformationonvehicleemissionstandardsviatheDepartmentofInfrastructureandRegional
Developmentwebsitewhichincludedanincredibleamountofinformation(DepartmentofInfrastructureandRegional
Development,2016).IwasalsoabletofindanarticleontheHarvardBusinessReviewthatpromotedtheideathatallowing
employeestoworkfromhomewouldraiseproductivity(Bloom,2014).
However,allofasuddenIhadarealization,whatareweactuallysupposedtobedoinghere?Shouldwebedoingthe
research?Whatisresearchdesignexactly?Iquicklysearchedforwhattoincludeinaresearchproposalandfoundagood
referenceontheMonashUniversitywebsitethatexplainedwhatshouldbeincludedinaresearchproposal(MonashEducation,
2016).Butbeforewewentanyfurther,IthoughtitmightbeworthbookingameetingwithTerrytomakesureweareonthe
righttrack
Week5
ThisweekwemetwithTerrybeforethetutorialtotestsomeofourassumptionsandourefforttodate.Pleasingly,Terry
mentionedthatwewereprogressingverywellandwereaheadofthecurve.Whenwesharedourfourpointplanforresearchit
wasprettyclearthatwewereovercookingtheamountofresearchweneededtocompleteandmayhavecomplicatedthingsby
havingtwocustomers.ThiswastheahhuhmomentformewhenIfinallyputthethreewordsbusiness,researchanddesign
together.Ifinallyunderstoodwhatthecoursewasaimingtodeliverandhowtotackletheresearchproposal.Wedidn'tneedto
completetheresearch,weneededtodesignin.
Point1:Justifythepositiveimpactonclimateofthesecustomersrequiressomeinitialresearchtobecompletedandcanbe
usedtoframethepurposeoftheresearchproposal.
Point4:Industry/academicresearchthatpromotesflexibleworkingenvironmentsshouldbeincludedasapartoftheliterature
reviewanddoesnotneedtobedesigned.
Point2and3arewhatweneedtofocusonandwedonotneedtocompletethisresearch,butratherdesignhowtheresearch
shouldbeundertaken.Butwashavingtwocustomersegmentsoverlycomplicated?
Itwaswhilstreadingthechapter3ofBusinessModelGenerationthatIconcludedthathavingtwocustomersegmentswas
absolutelyrequiredforourmodel.OsterwalderandPigneur(2010)concludethatbusinessmodelinnovatorsshouldavoid
focusingexclusivelyonexistingcustomersegmentsandlookfornewandunreachedsegments.Ourmodelwilleffectively
provideaservicetotwouniqueandnewsegmentswithanofferingthatsimplydoesntexist.
IwentontogothroughtheprocessofcreatinganempathymapwhichwasoriginallydevelopedbyXplaneforbothofmy
customersafterlearningmoreaboutthetoolfromwatchingthevideobelow(XPLANE,1993).
Video2:Customerempathymap(OptimaTraining(UK)Limited,2015)
Thistoolhelpedmecomeupwiththefollowingconclusions(assumptions)byempathisingwithmycustomers.IfIama
talentedemployeewhowantstocompareprospectiveworkplaces,thereisnosystemoraccreditationthatcancomparenon
financialincentivesinanunbiasedwaywithoutalotofeffortfrommepotentiallygoingthroughmultipleinterviewsfirst.Equally,
thereisnoeffectivewayforworkplacesthatdooffergreatconditionstobeabletopromotethemselvesortobeabletouse
thesenonfinancialincentivestomaximizeatalentacquisitioncompetitiveadvantage.
SonowImconvinced,butnextweekIhavetotrytoconvinceothers
Week6
Thisweekwewereabletopresentourbusinessmodelcanvassandwereabletospendsometimelisteningtothefeedbackof
theclassandTerryonhowwewentexplainingthemodel.Onreflection,thiswasanabsolutelyfantasticimmersivefocusgroup
thatusedforcedconnectionswithallclassmatessharingtheframedwickedproblemtogeneratenewideasandinsights.Inot
onlyenjoyedpresenting,butlovedbeingabletoprovidefeedbackandideastootherteams.Thiswasbyfarthebest
experienceIhavehadindeliveringandwatchingpresentationsinanyeducationalenvironment.
InowknowwhatTerrymeantbybeingaheadofthecurve,becausewewerealreadywellintoourseconditerationofthe
businessmodelcanvassandwewerestillpresentingourfirst.Someofthefeedbackreceivedfromtheclassquestionedthe
viabilityofthebusinessmodelwhichIbelievewasbecausewehadn'tclearlyidentifiedthetwosegmentsanddistinctvalue
propositions.Wehadn'ttoldthestory.
ErikNissenisquotedinhisTEDxtalkonthepowerofstorytellingthat,itsreallysmarttodothescriptbeforethefilm,whichis
tothatsayyouactuallyneedtohavethestorywelldefinedbeforeyoustarttryingtocommunicateit(TEDxTalks,2013).This
wassupportedinDavidRiemerslectureonstorytellingwhereIwassurprisedtolearnthatthereasonwhyaPixarfilmtakes
fiveyearstoproduce,isn'tbecauseofthetimeittakestoproducetheamazingcomputergeneratedimagery,butrather,thefirst
fouryearsarespentperfectingthestory(Riemers,2016).Inmypresentation,Ihadfocusedintentlyonthesolutiontothe
problem,Ihadneglectedtoemphasisewhatproblemwasinthefirstplaceandtellmycustomersstories.
Week7&8
Thisweekthelecturewascenteredaroundtheresearchiceberg.TodateIknewthatIneededtodesignsomeresearch,butI
didn'tactuallyknowwheretostart.Iwascapableofunderstandingresearchmethodsandthebasicsofresearch
methodologies,howeverIhadabsolutelynocomprehensionofontologyorepistemologyorwhyitwasimportantbutIwas
abouttobeenlightened.
Ontology(thenatureofreality):
Realistunderstandonetruthtocreateknowledge
Relativismtherearemultipletruthswhichevolveandchangetocreateknowledge
Epistemology(themethodofinquiry):
Objectivist:Youhaveatheoryofwhatisthetruththatyouaretryingtoprove
Constructivist:Interpretismisyourepistemology:thetruthisrevealed.Thereissomethingtobelearntbystoriesandnarrative.
Thisisdeepandphilosophical
Inordertodesignresearch,youabsolutelyhavetostartwithdefiningsomeparametersincludingyourownontologyand
epistemology.ListeningtotheinterviewwithDrMartinWooditwasinterestingthatmostoftheresearchconductedinrelation
businessiscurrentlydominatedbytheobjectivistviewoftruth(ADGBusinessRMIT,2016).Tome,thiswascrazy!!I
understoodthatthereisalongstandinghistoryofthetheoryofbusinessandmanagementwhichispredominantlybasedon
objectiveresearch,butthisalmostdirectlyopposedtheconceptsofdesignthinkingwhichhavebeenusedsuccessfullytobuild
someofthemostamazingproductsandservicesforbusinessesinrecenthistory.
ImtakenbacktothediagramthatIfirstsawduringBusinessinaGlobalContextwhichnotablywasoneofthefirsttimesthat
designthinkinghadbeenpublishedinamanagementjournal.ThediagrampublishedintheAcademyofManagementjournal
inFebruary2015,displaysthreedistinctapproachestotraditionalproblemsolvingEngineering,businessanddesign
(Gruberetal.,2015).Traditionalbusinessproblemsolvingcanbelikenedtotheobjectivistapproachofresearchasitstarts
withknowingtheproblemwhereasthethedesignthinkingapproachgoesthroughadiscoveryphasefirstallowingfordivergent
thinkingtotrulyuncoverthetrueproblem.
Figure4:ManagingbyDesign(Gruberetal.,2015)
Sowhatismyontologyandepistemology?Iwaschallengedbythenotionthatasanindividualyoucouldnotbebothan
objectivistandaconstructivistatthesametime.IthinkIcanappreciatethatbothhavetheirplaceintherightcontexthowever,
ultimately,IleantowardandIbelievetheworldofbusinessshouldbeleaningtowardstherelativism/constructivistapproachto
knowledge.Beinginnovativebynature,thisperspectivesupportswhatIbelievewillcreatethemostmeaningfulbusinesses,
businessesthatIwouldwanttobealignedwith.
Week9&10
ThisweekwewentdeeperwithDr.MartinWood,inperson.Whiletodatewehadtakenalmostablackandwhiteviewofthe
twoperspectivesofknowledgecreation,withinthesetwoperspectivesthereareextremesandevensomecrossover.Icreated
thediagrambelowtotrytosummarisethis.Thishasbeenthroughafewiterations,butmightbesomethingthatcouldbe
furtherdevelopedusingsomedesignthinking!
Figure5:ApproachestoKnowledgeCreation(Middlemiss2016)
Thecoloursaredesignedtorepresenttheextremesofthethinking,withtrueobjectivethinkingbeingabsolutelyblackandwhite
andpostmodernismnotconformingatalltoablackandwhiteworldusingblueandorange.BothSocialandcriticalrealismare
greyasthesecrossoverandhaveaninherentappreciationfortheopposingperspective.IhavealsoplottedwhereIbelieve
designthinkingfitsin.Mypersonalapproachwouldalsobebestalignedwithsocialrealism.
Whenthinkingaboutpostmodernism,Irememberedasceneinoneofmyfavouritemovies,TheMatrix.Infact,thiswholefilm
isalmostametaphorfortheinternalbattleonehaswithunderstandingtheirownontologybyfollowingafictionaljourneyof
characterwhomusttransitionfromNaverealismtopostmodernism.Inthisscene,thespoonanditsphysicalpropertiesare
theobjectivetheory,howeverwhenNeodisregardsthistheory,heisabletoconstructanewtruthaboutwhataspoonisand
cando.Thereisnospoon!
Video5:ThereisnoSpoon(PabloPARRADO,2011)
Duringthisweekwewereabletopresentandgetfeedbackonourfinalpresentation.Again,thiswasafantasticopportunityto
getsomecriticalfeedbackandimprovebeforethefinalpresentation.Ilearntthefollowingaboutmypresentation:
Linkthewickedproblemtellthestoryofthepresentation(showthestatofcartravelandthephoto).
Talkaboutthephotocreateanempathysituation.
IntroducetheBMCstructuretoprovidecontexttotherestofthepresentation.
Focusonvaluedotpointsforbothcustomersinvaluescreen(why?Why?Why?)
Showtheprototypingusingotheraccreditation.
Ifyoudonthaveagoodengaginggroup,plantaseedinthecrowd.
Withoutgoingintothedetailofallofthefeedback,oneofthebestpiecesoffeedbackIreceivedwastocapitalizeonthepower
ofimagestotellastory.Myphotooftheeasternfreewayinpeakhour(below)wasextremelypowerful,butIdidn'tallow
enoughtimenordidIguidetheaudiencetoempathisewiththetravelersinthosecars.ThisgoesbacktothestorytellingandI
candobetterandwilldobetternextweek!
Figure6:Traffic(noauthor)
Thispresentationenabledmetoconfirmmyjudgmentonourresearchdesignwhichwouldincludethefollowing:
ResearchDesignExploratoryResearchUncoverpatterns,ideasandissues
ResearchStrategyQualitativePrimaryDataObservation,Surveys,Interviewsand eventually Prototyping
TimeDimensionCrosssectionalstudyoverashortperiodoftime
DataCollectionDepthandFocusgroupinterviews,openendedquestionnaires
Week11&12
Feedbackwasappliedandthepresentationwentextremelywell.IsloweddownandspentsometimeontheimageryandIwas
abletogettheentiregroupinvolvedbygivingthemamultiplechoicequestion:
"Ifyouhadthechoiceoftwojobs,bothpaythesameamountbutwithone,youwillattendtheoffice5daysaweekandthe
otheryouwillattendtheoffice3daysperweek,whichwouldyouchoose?"Unanimouslytheanswerwas3daysperweek.
Ialsodisplayedanentirepageofaccreditationlogos(whydidntIdothiswhenIwastryingtogetmygrouponboardwiththe
idea!!).Theotherpresentationswerefantastic,wehadagreatgroupthathadsomebrilliantideasandbeautifulpresentations.
WhilemostofthepresentersweretheeMBAstudents,forthestudentsfromotherdisciplinesitwouldhavebeengreattobe
abletoseethepowerofdesignthinkinginactionasthesepresentationswentthroughiterationtoproducewhatwereveryhigh
qualityresults.
Ididnttalkaboutitpreviously,butsomeofthefantasticfeedbackIhadreceivedenabledmetopresenttheideaofcreating
sharedvaluewithourbusinessmodel.Byusingthesharedvaluemodelitsreallycleartoseehowfindinginnovativesolutions
toproblemscancreateawin,win,winsituation.Inourcase,wecreatedabusinessmodelthatcreatedawinforbusiness(the
employer)andsocialvalue(wins)forboththeemployeesandtheclimate.
Figure7:CreatingSharedValuethroughtheTeamTeleportationbusinessmodel
PorterandKramer(2011)explainthetheoryofcreatingsharedvalueeloquently,Sharedvaluecouldreshapecapitalismand
itsrelationshiptosociety.Itcouldalsodrivethenextwaveofinnovationandproductivitygrowthintheglobaleconomyasit
opensmanagerseyestoimmensehumanneedsthatmustbemet,largenewmarketstobeserved,andtheinternalcostsof
socialdeficitsaswellasthecompetitiveadvantagesavailablefromaddressingthem.
Onfinalreflection,theBRDexperiencehasbeenafantasticone.Ihavecertainlyhadsomechallengeswithintegratingwitha
groupofChinesenationalstudentsfromotherdisciplines,limitedprofessionalexperience,Englishspeakingandwritingskills.
However,despitethesechallengestomethecoursewasagreatsuccessasitledmetocreatenewknowledgesummarisedin
thefollowingpoints:
TheBusinessModelCanvasshowIcanactuallyapplythisfantastictoolpersonallyandwithinmycurrentworkplace.
ResearchDesignIgetitnow,Iknowwhatitisandwhyitsimportant,whenandhowtouseit.
DesignThinkingIknewallaboutthisandhaveusedelementsofit,howevertheBRDcoursedesigncreatedadesign
thinkingexperientiallearningenvironmentandsolidifiedthepowerthatcanbeunleashedwhendesignthinkingmethods
areputintopracticeinalargescale.
PresentationSkillsIwasabletoimproveexponentially,fasterandmoreefficientlythanIeverhadbefore.Thiswasthe
bestlearningIhaveeverhadinrelationtopresentationskillsanditwasevidentinalloftheweek12presentationswhich
wereabsolutelyphenomenal.
Finally,LeadershipskillsWhileIalreadyleadateamofover200individuals,Iwaschallengedbyleadingateamof
internationalstudents.Ihavenodoubtthatotherswillcomplainaboutthis,butIlookedatisatanopportunityandwas
abletostrengthenmyleadershipskillsasaresult.Whileitmaynothavebeenbycoursedesign,thosewhocannot
appreciatelearningfromthesechallengesarereallymissingout.AnMBAisnotallaboutlecturesandassessments,
gradesandgettingtotheendofthe12weeks,butratheraboutthevaluablelearningthathappensthroughtheprocess.
Perhapsthisisareflectionofmyalignmentwithsocialrealism,inthat,whileothershaveanobjectivetheoryofwhata
courseissupposedtodeliver,ifyouopenyourselfuptoandembracethepossiblemultipletruths,youmaybeableto
constructlearningsthatprovideyouwithevengreatervalue.
ThankstoTerryandHeicofordeliveringafantasticcourse.
References
ADGBusinessRMIT(2016)Buildingaresearchproposal.Availableat:https://www.youtube.com/watch?v=F5tISZqz
1Q&feature=youtu.be(Accessed:15October2016).
Bloom,N.(2014)Toraiseproductivity,letmoreemployeesworkfromhome.Availableat: https://hbr.org/2014/01/toraise
productivityletmoreemployeesworkfromhome(Accessed:15October2016).
DepartmentofInfrastructureandRegionalDevelopment(2016)Vehicleemissionstandards.Availableat:
https://infrastructure.gov.au/roads/environment/emission/(Accessed:15October2016).
GameChanger(2014)ManagementistheEnemyofInnovation.Availableat: http://www.gamechanger.net/wp
content/uploads/2015/04/managementistheenemyofinnovation.jpg (Accessed:15October2016).
Gruber,M., de Leon,N.,George,G.andThompson,P.(2015)Managingbydesign,AcademyofManagementJournal,58(1),
pp.17. doi:10.5465/amj.2015.4001.
MonashEducation(2016)Writingaresearchproposal.Availableat:
http://www.monash.edu/education/research/degrees/proposalwriting(Accessed:15October2016).
OptimaTraining(UK)Limited(2015)Customerempathymap.Availableat: https://www.youtube.com/watch?v=kAdbbsZolOw
(Accessed:15October2016).
Osterwalder,A.andPigneur,Y.(2010)Businessmodelgeneration:Ahandbookforvisionaries,gameChangers,and
challengers(portableversion).Amsterdam:AlexanderOsterwalder&YvesPigneur.
PabloPARRADO(2011)THEMATRIX:THEREISNOSPOON.Availableat: https://www.youtube.com/watch?v=uAXtO5dMqEI
(Accessed:15October2016).
Porter,M.andKramer,M.(2011)Creatingsharedvalue.Availableat: https://hbr.org/2011/01/thebigideacreatingsharedvalue
(Accessed:15October2016).
Riemers,D.(2016)Gettingyourstorystraight.Availableat:https://www.youtube.com/watch?v=aaGWeSgkceE(Accessed:15
October2016).
Schrage,M.(2016)Companiesarenowmakinginnovationeveryonesjob.Availableat: https://hbr.org/2016/01/companiesare
nowmakinginnovationeveryonesjob(Accessed:15October2016).
TEDEd(2012)ThebeautyofdatavisualizationDavidMcCandless.Availableat: https://www.youtube.com/watch?v=5Zg
C8AAIGg (Accessed:15October2016).
TEDx Talks(2013)Thepowerofstorytelling:ErikNissenJohansenatTEDxUmea.Availableat:
https://www.youtube.com/watch?v=CEBJaQf4ymM (Accessed:15October2016).
Walsh,J.P.(1995)ManagerialandorganizationalCognition:Notesfromatripdownmemorylane,OrganizationScience,6(3),
pp.280321. doi:10.1287/orsc.6.3.280.
XPLANE(1993)Visualsalignworksheetno.3:Empathymap.Availableat:http://x.xplane.com/visual_alignment_dl(Accessed:
15October2016).
Comment