A movement is underway at Utrecht University of Applied Sciences in which networks around areas of expertise/social issues are becoming increasingly important. The intention is not for these networks to become own organisational units, but rather the fabric that connects initiatives through the organisation and beyond. The task at hand should be leading, e.g. Samen Gezond is about reducing health inequalities. That is of course conceptually very nice, but not very easy to implement practically. Inspired by Systemic Co-Design, reflexive monitoring and systemic mapping, among other things, we have developed a concept working method that we are now working with. We would like to take you through the working method, share our first experiences with it, but above all, see what kind of challenges are involved.
- Reflexive monitoring works with a dynamic learning agenda. But how can you connect that to long-term strategic decisions that need to be taken?
- It also assumes the social task is central. But what if people act from other interests? How to deal with that?
- The dynamic learning agenda is developed with internal and external stakeholders. Who do we ask to contribute to it? And who perhaps not?
- (How) do we also give space and attention to hidden dynamics under the surface?
Plenty of questions to munch on together. These are things that play out not only in the working methods of Utrecht University of Applied Sciences, but also in many other learning innovation networks.