brand driven innovation

8 – create your own method

Purpose
Working through this exercise, you will learn to develop methods and tools based on a given challenge in a specific context and to learn to translate what you’ve learned from chapters 1 and 2 into a practical way of working.

see page 77 of BDI.

Required
A small group of three – five people, a flip chart or a large sheet of paper, many post-it notes of different colours.

step 1
Individually, take ten minutes to write down on post-it notes what you think the purpose of the BDI method is; for example, ‘to make work more efficient’ or ‘to increase the value of the brand’. With the group, stick the post-its on one sheet and discuss them. See if you can make clusters of meaning, for example of ‘process efficiency’ or ‘brand meaning’.

step 2
With the group, brainstorm about all the ingredients you would need to reach the objectives of step 1; for example, ‘a shared vision’ or ‘R&D and marketing in the same boat’. Write each idea on a post-it and paste them on one or several sheets.

step 3
Discuss all the ingredients with the group and see if you can find clusters of ingredients; for example, ‘creating a shared language’ or ‘generating ideas’. Create a sheet for each cluster by moving the post-its.

step 4
See if you can find a logical order to the clusters; can you find a sequence in which they follow naturally on from one another? Do two clusters take place at the same time, perhaps? Paste the sheets onto the wall in the order that looks logical. On each cluster sheet, write down a concise summary of what takes place in that cluster.

step 5
Cut arrows from some other sheets that indicate how clusters follow on from each other. It may be the case that some arrows go back in time. In each arrow, write down what is needed to go from one cluster to the next.

You’re done! You’ve created your own brand-driven innovation method. Take a picture, post it here and join the discussion!

Synergize & Co

We have created 5 clusters of ingredients you would need to reach the first step of the BDI-method, building a human centred brand.
We begin with the first 2 clusters that take place simultaneously; creating a social and company structure. These 2 phases will function as basis for the next steps. For these phases (re)organization is needed.
To reach the next cluster, bonding and feeling united are needed. The cluster of generating ideas is meant to create insights to develop brand understanding. This cluster is reached via creativity and being open-minded. This cluster describes the creation of one clear, united brand understanding. After this, via the understanding of the brand, a shared vision is reached. This is the target of all the clusters; a shared vision.

[img]http://www.branddriveninnovation.com/wp-content/BDI METHOD.jpg[/img]

After this, the idea generation phase can be used to go back and forth. It can be used to create a better, shared vision, or it can be used as next phase into step 2 of the BDI-method.

Oct 11, 2011 @ 2:35 pm

Creating our brand-driven innovation method was an interesting exercise. The main conclusion is; the process of creating a method from ‘ingredients’ inspired by the BDI method helped us to understand the BDI method in more detail.

The process was interesting. Firstly as a group we wrote bullet points of; ‘What is the objective of the BDI method’. This provided a starting point of inspiration to brainstorm the ‘ingredients’ of each step. Through several alliterations’ and discussion points we arranged these ‘ingredients’ in a logical chronological sequence.

This sequence represents a complete “how-to process” for a human- centered brand-driven innovation project.

On viewing our overview of the timeline, we identified clusters of tasks and milestones in the human- centered branding. Each cluster had a clear objective and flows seamlessly into the next cluster. Therefore, the clusters formed a loop that ends/starts with ‘Is the company’s brand strategy fulfilled?’
To conclude, the creation of a team brand-driven innovation method gives us great insights into the reasons behind the process and the eventual aim of the human-centered branding process. Additionally, in doing this exercise the literature and theory in the book becomes clearer and more accessible.

Oct 17, 2011 @ 7:21 pm

group 14

As prescribed we as a team started to walk through the steps that have to be walked through to come up with our own innovation method. The Swedish, Dutch, Chinese and French backgrounds of our team will be an interesting mix.
We all started to think about what our method should help to accomplish. A couple of important things came up in the clusters we could make. In order to come up with an innovation the following steps are very important in our methodology. We will describe and then summarize what needs to be done in order to let this method work so that a flow of newness can come into a stubborn organization. Firstly:

The brand awareness & coherence

It is very important to have a common understanding of the values and strengths of the own brand. The company and culture is all formed and maintained by actions and work of human-beings. In Dutch we would say: ‘having all the noses pointing in the same direction’ as first step.
How to? The ingredients..
Open-mind, open for critique and a relax atmosphere. Post-its, balloons and sweeties are nice catalysts and icebreakers for the process.

Intern discussions, meetings and sharing own thoughts and feelings about values and strengths of own brand and company. Moreover getting external input as well by for example inviting faithful customers into these discussions or by questionnaires and interviews with faithful customer database.
This all to get a complete as possible view on the own brand.

Clear and smooth communication

The way communication is arranged in the company is critical for collaboration of different departments. What is the current situation when we talk about communication? What media and tools are used to communicate internally but also externally? Is it needed to innovate or improve these methods in the first place?

Some ingredients :
When the current situation is thoroughly investigated by a small team a presentation can be given about the situation and possible improvements. And that leads us to knowledge gaps..

Shared knowledge
With an improved communication system the door is opened for a more efficient process for innovation. This step is to combine and to gather all the knowledge that is available in the company, that should be more visible and more accessible because of the new communication tools.

The ingredients..
By building bridges people can fix knowledge gaps. Putting together different departments and already starting with creative ideation sessions, should lead to a new platform for development. The combination of strengths and fresh insights will involve every individual a participant in the process.

New Framework
Now that knowledge is shared and communications between departments is flowing it is time for setting the planning and milestones right for the innovation whether it is a process-, product- or service revision.
How to?
Setting up teams and team leaders with shared goals and understandings of the final result. A step by step own company innovation model can be made so that everyone feels very connected. This final step should create a shared ownership of the new idea and should provoke excitement. With or without final result, a new way is made for future innovations and conclusively it will make the company more successful.

Oct 20, 2011 @ 8:45 pm

EFCOM

Clusters:
1. Managing (design) process
2. Inspiration
3. Finding opportunities
4. Creating value
5. Creating a vision

In this photo the graph that we made with all our ideas about the purpose of the BDI and their clustering. After the clustering we came up with this scheme, where the managing (design) process is our starting point. We believe that this is the core of the BDI and that is why all the arrows start from this cluster in our graph. This also depicts that all the processes should start from the top (the managers of the company) and from there they can be transmitted to the whole company. From the managing process point of view the beginning of the cycle can be anywhere, depending on the needs of the specific company at the particular time. The whole process is an iterative process that’s why everything is linked together in a circle which is repeated. The order of the clusters is also important because each step is linked with its precedent and this can help the procedure by going back one cluster when there is a problem in the next one. For example if there is a problem in creating value the solution would be to find new opportunities, etc.

Oct 23, 2011 @ 4:56 pm

the TwentyONEs

Brand Driven Activity – model
This model illustrates our findings and results of the discussion on the BDI-model. This models maps the six different elements a brand should touch upon in a company in our opinion. As the brand is the core of the company’s activities it should also be connected to these six different aspects. We like to illustrate this by using touch points. The brand is created,maintained and brought to the outside world by people in the company; one of the main tasks is to create touch points to connect the brand with the different aspects more easily (Users;Workforce;Company Culture;Mission;Partnerships;Products and Services) and make the brand visible throughout the whole company structure. Which is essential for successful branding.
To make the brand visible in the outside context to; users;partners; it is important external touch points are created as well. We also believe in active involvement on different aspects within the company; (innovation) partnerships; workforce; users.
It is essential for the company recognizes it facilitator role to bring the inner core brand to the external context as well. Therefore we like to think of the company as an open gate; controlling the two-directional flows of activities; goods; services; people and so on.

The TwentyONEs

Oct 24, 2011 @ 10:20 am

Coffee-break (Group 12)

Below is the meaning (as we see it) of the elements that appear in the ‘Coffee-break BDI Method’:

Vision and Vista – a company’s guiding principles that are expected to help it achieve certain inspiring goals.

Evolving External Knowledge – the growing knowledge-base of a company about ever changing customer expectations, market dynamics, technological trends etc.

Strong and Unique Brand Identity – a company’s DNA, which should be distinct and worthwhile.

Customer Relationship – the symbiotic relationship between the brand and its users.

Internal Policies – broad guiding outlines which shape the company culture (and more generally, the corporate identity)

Brand Message –the brand’s manifestations at the touch-points, and includes elements such as advertisements, packaging etc. It is the tool for managing customer expectations.

Brief description of the method:

To begin with, ‘vision and vista’ shape the ‘brand identity’ and ‘internal policies’ of a company. However, companies operate in a highly dynamic environment (socio-economic, political, technological etc.). And, the ‘evolving external knowledge’ i.e. the company’s worldview, pushes it to continuously reinvent itself; which in turn has implications on the ‘brand identity’, and even, the company’s vision!
In addition, we believe that the customer has a symbiotic relationship with the brand – while on one hand customer research is used as a tool to shape the brand identity, on the other, the company continuously tries to manage customer expectations through the brand touch-points (‘brand message’).

[img]http://www.branddriveninnovation.com/wp-content/step 1.jpg[/img]
[img]http://www.branddriveninnovation.com/wp-content/step 2.jpg[/img]
[img]http://www.branddriveninnovation.com/wp-content/Coffee-break BDI method-1.jpg[/img]

Team Coffee-break (Group 12)
‘get set for fresh perspectives…’

Oct 24, 2011 @ 5:11 pm

6MINUS1

Our method is stated below. The brand, and the vision drive the whole process.

[img]http://www.branddriveninnovation.com/wp-content/p. 77 BDI in practice p77.jpg[/img]

Oct 24, 2011 @ 6:02 pm

This is the graph of our method. The description of our method can be found above.

Oct 25, 2011 @ 10:02 am

Paper Planes

The Paper Planes

Brand Driven Innovation 8 – Creating your own Method

Our group had some thorough discussions on what Brand Driven Innovation can lead to, and the effect the method has on the company and its Strategic environment. Basically there were 2 divisions in the team: on the one hand we had supporters of the internal company benefits that mostly focused on internal drivers and improvements. On the other hand the team had a strong tendency to focus on external effects that Brand Driven Innovation could lead to. In regard to the model/method our team finally agreed upon the method called Brand Driven Innovation Synergy.

[img]http://www.branddriveninnovation.com/wp-content/Assignment 8small.jpg[/img]

The method focuses on the causes and effects that the company initiates through using BDI, and this is where the synergy takes place: Society, or the target group the company has its effect also has its influence on the company itself. Internal processes take place within the company; following from the input generated by society the company has its effect on, and visa verse! In this way, company and society build upon each other’s influence, and when this synergy is continued new product innovations will take shape.

Oct 25, 2011 @ 1:27 pm

Group 11

Create your own method

As a group, we found this assignment on “creating own our method for brand-driven innovation (BDI)” really interesting. We experienced that the theory helped us to understand the concept of the BDI.
We started with 19 purposes of BDI, written individually on post-its. Then we made five clusters, and named those as the following:
- better understanding and use of brand;
- efficient design process;
- creative design process ;
- build and improve brand(image);
- keep company (financially) healthy.

Then we simultaneously saw the chronological orders among the clusters. This process is iterative, which will increase the quality of the result.

The first stage is based on understanding your brand and then gathering knowledge on how to benefit more from the brand. We suggest beginning with a large research scope and doing more specific and detailed research. Next, both an efficient and creative design process is required. In this case, it is important to resolve all information from the first stage. In the third step, while considering the design, we can build and improve the brand image coherently. It is important that the company is keeping its eyes on other aspects inside of company like financial issues. In this way, we can achieve and keep the company healthy.
[img]http://www.branddriveninnovation.com/wp-content/IMG_2594[1].jpg[/img]

Oct 26, 2011 @ 3:07 pm

leCON7

Through clustering of our ingredients we came to the following clusters:
- Identifying your brand (external & internal)
- Determine a strategy and vision
- Integrate your strategy and vision internally
- Integrate your strategy and vision externally
- Realize your strategy
- Organize the process
- Time efficiency

When organising and relating these clusters we can see that some clusters happen in series, whilst others happen in parallel. In addition, ‘time efficiency’ can be regarded as an effect rather than a step in brand-driven innovation. In the figure below the result are shown:

In the final figure the abstracted version of the method is portrayed. The first step in the method is identify, which focuses on finding out what the brand is, how it relates to the people inside and outside of the company. Knowing how things are related is crucial before moving on and creating a strategy & vision. The strategy and vision are translations made from the identified brand. They can pursue a branding-change, improving the situation on the market. When this phase has progressed far enough, a phase of integration can be initiated. The direction for development should be applied in both internal and external brand before the strategy can affect the company’s position. When the new strategies and vision are within the context, the strategy can be realized. The organization of the whole process is related to the internal integration and the realization of the strategy. If both the organization and the realization of the strategy function accordingly, the company can innovate at a good pace, thus being time efficient. When, as a company you are realizing a strategy, you have to constantly identify whether or not you are moving in the proper direction, which closes the circle and shows the iterative property of innovation.

Oct 27, 2011 @ 10:21 am

Group 23

In this session the first thing we do is brainstorm what we have in mind about the purpose of brand driven innovation. After that we clustered all of the scattered answer into some clusters of meanings. In this phase we have seen partially how the brand driven innovation process could be achieved.
In the next step we discussed on what would be the main ingredients to cluster the previous cluster of meaning. We came up with eight main ingredients, then we define how the whole ingredients are connected to each other and how they could create a solid method to achieve brand driven innovation process.

It’s always a dynamic process in a circular process. We put company communication and structured process in the middle as the core of the whole process. It will constantly influencing each phase of Brand driven innovation. The companies need to have same level communication in order to achieve valuable result. And by making clear planning and creating clear stage in the process, it would likely lead to a better result.
As a starting point of the method, we suggest by starting it with brand evaluation. In this stage we evaluate something that is already exist in the current brand.
In the next step we come with brand definitions. In this stage what we have from the previous process is a clear definition of the brand, and its sharp vision, to visualize the brand more strategically meaningful both for the company and to the outside world.
In the next step we need to do two things simultaneously. The first thing is related to internal organization, where we can put more emphasis on the communication inside the company, and its strategy. While the second thing is related to external exploration; we need to know about what is really happening in the outside world, and tries to explore the new possibility with the company.
After that process we will go to the fitting input stage. In this stage we can explore more from something that still ‘raw’ in the previous process. This process will formulate something vague into concrete and relevant to the brand, and put it in the next process: choosing the best method to do it. From method stage, we could have the right output, such as doing the right projects that fits well to the whole environment. On this stage we can make a vision on ‘what’ to communicate.
In the last stage of the process we should do the brand communication, which can be done in many ways, such as clear advertising.

This process could be useful for outside world to have connection with the brand and the company. In this case we should know “how” we could bring the brand into something more useful, valuable, and connected to the people.

Oct 27, 2011 @ 10:16 pm

Paradox 20

In this exercise we created our own brand driven innovation method. Every team member wrote down his or her ideas of the brand driven innovation method. We discussed the different outcomes with the group. Based on the discussion we assembled 4 main clusters. The 4 clusters according our group: Identity, Team, Vision and Process. Besides that there is an overall cluster of communication.
The complete process starts with the current brand identity. This is done within the identity cluster. This cluster starts with analyzing the current brand. The values, meanings, the history and all other kind of things that contribute to the brand promise will be analyzed. This is important to understand the brand. Every person in the company most understands the brand and its values. The brand will be used as foundation to build on the strategy. Also consumer’s insights and their brand images are important insights for the company.

The next step takes place in the team cluster. Within this cluster a multi disciplinary team will be assembled. This is essential to gather different points of view. It will be also important to have a multidisciplinary team to communicate the brand driven communication strategy through to company in a later phase. The most suitable team members will be selected to form the innovation team.
The following up cluster is the vision cluster. The gaps between brand identity and brand image will be measured. In this cluster the orientation will be internal as well external. Within this cluster the main purpose is to formulate a vision for the future. How will the future of the company and their brands looks like. What will the brand stands for. In this phase the team will generate deep insights in future scenarios and determine a vision for the future. This vision will be used to create an innovation strategy that will ‘build’ the future.
The last phase or cluster is the process cluster. This phase combines all gathered insights into a structured path to reach to (future) goal: keep the brand promise. Building this structured path is not a linear process. It goes back and forward with different iterative steps.
Design tools and techniques are very useful during this process to visualize the different steps and to make it more tangible. In the actual execution phase design tools and techniques will be essential to build the brand touch points.
Overall the communication plays a major role. The communication within the innovation team should be consistent. But also between the innovation team and the rest of the company. Between the company and their (potential) consumers. The reason for building the brand and keeping the brand promise should be clear for every stakeholder to come to a success.
[img]http://www.branddriveninnovation.com/wp-content/foto 3.JPG[/img]

Oct 28, 2011 @ 1:10 pm

Group 15

Step 1
[img]http://www.branddriveninnovation.com/wp-content/Step 1.jpg[/img]

Clusters are:
• Brand building
• Vision
• Company structure
• External insights
• Understanding customer
• Marketing
• Company efficiency
• Company unity

Step 2
[img]http://www.branddriveninnovation.com/wp-content/Step 2.jpg[/img]

Step 3

Oct 30, 2011 @ 4:53 pm

Step 3
[img]http://www.branddriveninnovation.com/wp-content/Step 3.jpg[/img]

Clusters are:
• Unifying goals
• Communicating brand
• Gaining external insights
• Gaining internal insights
• Create company elements

Step 4
[img]http://www.branddriveninnovation.com/wp-content/Step 4.jpg[/img]

1. Gaining internal insights: this cluster has to do with brand building and looking at the strengths of the company. It is about identifying the company itself.

2. Gaining external insights: what is important in this cluster is the way that the company looks at the outside world. Questions which could be asked are: who is our competition and what does the society think of us?

3. Unifying goals: inside the company, people have to be on the same level, so to speak. They need to be able to communicate with each other and have a shared (brand) vision.

4. Communicate brand: closely related to “unifying goals”, however in this case it means to communicate the brand vision towards the outside world.

5. Creating company elements: This has to do with the resources of the company, not only physical ones, but also issues like a shared brand vision. It brings together the strong elements of a company.

Step 5
[img]http://www.branddriveninnovation.com/wp-content/Step 5.jpg[/img]

Concluding thoughts:
The method which we used for this exercise made things more concrete than just reading about it in the book. This way you discover more about the BDI-method and branding in particular than originally thought. We have found that there are more reasons to use the BDI-method.

Oct 30, 2011 @ 4:55 pm

Group18

In PartII of the book the BDI method is explained. We were surprised by the way the theory in the first Part was made concrete. In the ‘In practice’ of page 77 we had to create our own BDI method based on the one given in the book.

Individually writing down the purpose of the given BDI method was inspiring, but then the clustering started. Everything was possible. This created some moving around with the post-its, and some more moving around, and some more.

Finally we started seeing a pattern, a way they could not only be clustered but also positioned relatively to each other, so this happened somewhat at the same time. We created clusters as value, differentiation, process efficiency, and (brand) vision. And we included arrows which helped ourselves to tell the story.

Apparently these clusters of purposes were our objectives, which caused some confusion. Ingredients were a less confusing word; what would we need to accomplish our goal? We found this interesting and started writing immediately. Serious things as design thinking, key values and boundary objects, but also some less serious ones as human beings, fun, and pig ideas got us to the clusters: Internal Resources, Tools, People and Attitudes.
Some ingredients were put out of the cluster to put them in to our model. You see then that not everything happens according a linear plan. Some ingredients are needed throughout the whole process, some have a specific place. We tried to make this visual by putting clusters in the center and around the model, and by putting some individual ingredients at the right spot. For example the tool co-creation was directed at the value purpose of the model.

This exercise was a bit confusing at some points, but got us to interesting results, making us aware of the iterative process we will work in. We are all used to this kind of situation; we feel comfortable in uncertain situations.

Oct 31, 2011 @ 5:00 pm

3plus3

With our team, we have spent an afternoon on the development of an “own” brand-driven innovation method that worked for all of us. We worked according to the “recipe” described by Eric Roscam-Abbing in his book Brand-Driven Innovation. First, we tried to find the exact purposes of Brand-driven innovation in order to define the objectives. We summarized our purposes in 8 categories:

• To understand own brand
• To create brand value
• To connect the brand to the products (or vice versa)
• To connect the users to the brand
• To give innovation direction
• To create a process structure
• To improve internal communication
• To generate profit

In order to fulfil these objectives, our team has listed the ingredients needed. Ingredients mentioned were for example: Creating a story, educating employees, etc. (see picture). With these ingredients in mind, we developed our brand driven innovation method:
[img]http://www.branddriveninnovation.com/wp-content/maken van BDI methode.jpg[/img]
[img]http://www.branddriveninnovation.com/wp-content/creating a brand driven innovation method-picture.jpg[/img]

Nov 02, 2011 @ 1:11 pm

Team Nine

When we sat down to start on this assignment, we started with writing down what the objectives of the BDI-method are. Then we clustered these objectives into 4 groups; external, internal, link and results. As you can see in the picture we made a connection between the four groups. The internal and external factors come together in the link cluster (linking internal with external factors). The ‘result’ cluster is what you will end up with if you link the internal and external factors. It resembles the top part of the model shown on page 92 (Human centered branding stage) where research on internal and external brand context are parallel. These contexts end up in ‘create the brand promise’. Then we wrote down how we could reach these objectives on post-its and clustered them again. Eventually we came up with an iterative circular model with 6 steps. In the center of these 6 steps is the brand which influences each step.

Explanation model:
First you have to do some research both internally and externally, this gives you the opportunity to understand the brand and the environment it operates in (the outside world). Secondly, the research has to be communicated throughout the organization and with all stakeholders. The third step involves innovating; it has to be stimulated and applied throughout the entire organization. The fourth step is designing the innovations; creating meaningful products/ services for the users. The fifth step is marketing. The innovation has to be communicated to the users in an effective way to be successful. The last step of the model is results and improvements. There will be feedback from the user, which can provide new insights to the design team. The process can be repeated by researching the internal and external context again. As shown in the model the brand is central in this whole process and plays a big role in every step.

We think it is very interesting how certain adjustments in this process could result into entirely different models. If you take other objectives or if you cluster them in another way, the model would look different.

Nov 02, 2011 @ 5:28 pm

- shiqi -

Working on our own brand-driven innovation method makes BDI alive for us. Until this practice the book was a lot about defining and theory, this chapter makes it more practical. Here we explain how we constructed our (concise) method.

The different purposes of the BDI method we came up with gave some overlap; therefore we clustered the purposes in five categories: money, process, adding value, intern value, identity. The clusters focus not only on innovation, but also on the reason for innovation. We think the main reason for innovation is that the company (in most cases) wants to make profit. Therefore one of the clusters is ‘money’. The BDI method can be used as a new way of making money.

After discussing and clustering all the possible purposes, we came up with solutions to reach the purposes. For every cluster several solutions are created. Because some solutions also fitted to other clusters we reorganized the sheet.

The final result is organized as a (general) process to create a new product. It starts with finding opportunities for new products/services or added value. Those opportunities are (mostly) found by the members of the management team. They translate it to their employees, which in their turn innovate to fulfill a certain opportunity. Finally it leads to a (new) product (or service). For the process the BDI method is useful, but it can also be seen as a more general innovation model.

[img]http://www.branddriveninnovation.com/wp-content/3.0 in practice1.JPG[/img]
[img]http://www.branddriveninnovation.com/wp-content/3.0 in practice2.JPG[/img]

The process is also iterative. Once there is a new product, the loop starts again with searching for other opportunities to improve or renew a product (portfolio).

Nov 02, 2011 @ 10:34 pm

[PENTAGON]

// CREATE YOUR OWN METHOD //

To develop our own Brand-driven innovation method, we created a linear process by clustering the purposes of BDI in 6 groups: Define brand, external context, define market promise, guideline definition, search and evaluation and outcomes. We organized these in a 6 steps consecutive linear process followed in the order listed before. We also clustered three groups of ingredients, and then we related them to the corresponding steps of the process. The first group was collecting and analyzing data (Using several design research techniques), then external context analysis and the creation of common understanding go together, finally reframing is the keystone to the process. We consider this process to be iterative, so connected the last step to the first one with an arrow.

Nov 04, 2011 @ 6:45 pm

Peer2Peer

[img]http://www.branddriveninnovation.com/wp-content/In practise, Creating your own brand driven innovatio method-01.jpg[/img]

Nov 09, 2011 @ 10:17 pm

Powers of Ten

Meta-Level
For this in-practice assignment we, as always we started really enthusiastically. We wrote down loads of values and purposes for the BDI method. This resulted in a lot of purposes for the method, but our group, as often during discussions we wondered of to a meta-level discussion about methods, models and processes, and what their purposes are. Because we as a group found it very interesting and relevant we decided to elaborate this post on the meta-discussion. The discussion started with the question; isn’t the main purpose of any model to understand the reality?

This is true (we think) and our conclusions are (in short) is that a method is there to give hands and feet to this model, to draw lessons and insight from it. For such an applicable method as the BDI method, with reading the book and therefore understanding the model & method gives you tools to start the process in real life. Then you can have he overview of the process because you know the model. You can give direction to the process and think ahead.

This sounds really easy when you put it like this, so why did we spend all afternoon discussing this? Because part of the joys of being an academic scholar is that you have the time and space to really elaborately get in to one subject. You can learn from each other and gain a deeper insight through these discussions. To make our conclusions useful for everyone we putt them in an infographic. This exercise was of great value to us to do it in this way, we hope you don’t mind.