The world is changing rapidly on many levels. This is a challenge for established businesses but also provides great opportunities for innovative approaches. By questioning our assumptions, we can start to think differently about organisations, products, projects, business models or customers.
Why do you do what you do, and why do you think what you think in your work? Are there underlying assumptions that you are not seeing? Using the Reframing tool, you will learn to challenge cherished assumptions and reframe these to design radically innovative approaches.
You will design an Innovation Experiment based on these radical proposals, which you can immediately put into practice.
- Insights into your assumptions underlying current business practices
- Training in using the Reframing methodology for innovation ideation
- Translating radical proposals into Innovation Experiments
Karim Benammar is a philosopher exploring paradigm shifts, meaning and value.
Of mixed Dutch-Algerian ancestry, Benammar grew up in Holland before going to study philosophy in England (BA, Sussex University, 1987) and the United States (Ph.D. Pennsylvania State University, 1993). Fascinated by Japan, he continued his philosophy studies at the University of Kyoto. He was Associate Professor at Kobe University from 1996-2002 and at Amsterdam University of Applied Sciences from 2003 to 2007
Since 2002, he has focused on public philosophy, giving lectures and workshops to organisations and companies. He is connected to THNK School of Creative Leadership and The School of Life in Amsterdam.
He is author of Abundance (2005), Reframing - the art of Thinking Differently (2013) and editor of the collection Thinking about Money and Value (2014, in Dutch).
PreviewIntroduction to Organisational Reframing (2:20)
StartOffline and Online Reframing (2:52)
StartReframing instructions Step 1 (2:28)
StartReframing instructions Step 2 (3:32)
StartReframing instructions Step 3 (8:08)
StartReframing instructions Step 4 (4:28)
StartEvaluating your Organisational Reframe (2:41)