From Intergenerational Collaboration to Designing for Problem Solving for Value Creation in the Creative Economy.

Abstract

Abstract
 To remain competitive in the creative economy, workers as individual professionals and within
 teams must strengthen their problem solving abilities in creating new forms of value for their
 employers. Because of an aging work force, growing cultural diversity, and short term, more
 precarious employment, intergenerational problem solving is an important part of the solution.
 In their initial focus on this issue, the researchers employed different techniques, including a
 literature review, trend analysis, and the collection of primary data through individual semistructured
 interviews and a group method called World Cafe. The data was coded and clustered
 under themes corresponding to individual, team and organizational work settings. Initial
 analysis confirmed the importance of intergenerational collaboration. However, there was a
 growing realization that it was only one of many challenges confronting workers in the creative
 economy. This "pivot" prompted further analysis of the data, leading to an expanded set of
 findings, and the researchers’ design solution.
 The “user persona” method was employed to construct archetypes that capture the principal
 findings of the analysis, with respect to the needs and possible ways of addressing them
 effectively. In depicting this interaction between workers and their needs, the researchers have
 drawn on literature pertaining to adult learning, coaching and occupational science in
 conjunction with design methods from the Strategic Foresight and Innovation Program.
 The design solution postulates that workers must not only be proactive in addressing their
 needs but also self-reliant, as, because of financial pressures and staff turnover, companies are
 increasingly reluctant to invest in individual employees. The specific solution they propose –
 namely greatly enhanced and credentialed coaching services for a broad range of needs relating
 directly to the creative workplace, career development and life transitions – points to an
 attractive business opportunity. The report suggests some initial steps to develop it.
 The report reflects on possible criticisms regarding collection of the primary data. However, the
 researchers contend that the overall findings are sufficiently robust to support their solution.
 In closing, the researchers raise two issues for further inquiry. The first is whether the emerging
 market for enhanced coaching services can fully and satisfactorily address the many problems
 confronting workers in the creative economy. Given its growing importance, is there a role for
 government as well? The second is whether the problems identified by the research are specific
 to the creative economy. Will they not become more prominent in other sectors as well?