• Evaluate whether the value system of a collective is geared towards development of interpretations, valuations and actions conducive to creative development in group.
• Connect social and environmental concerns to the particular entrepreneurial collective project
• Create dynamic systems of values which can motivate teams and groups to develop their creativity
• Decide which strategies and tactics are needed to implement dynamic and open systems of values which foster creativity development in group.
• Design effective responses to solve challenges in the implementation of dynamic and open systems of values.

Entrepreneurial projects face two major challenges. One, an ability to mobilize, cohere and motivate teams in a way that is dynamic and creative to build a valued shared future. Two, a conception of environment, people and communities that is not an optional concern but an integral part of the entrepreneurial endeavour. This course takes both these challenges, contributing to re-imagine entrepreneurship.

Imagine you want to create an entrepreneurial project which many people would want to be part of.  A project in which team members would be extremely committed and able to create products and services that would care for the environment, people and communities. How would you do it?

The course deals with two fundamental issues:  

1. Re-thinking the key elements of Entrepreneurship: entrepreneurs need to be able to mobilize and engage a diverse group of people with specialised knowledges and experiences towards being creative. Yet often, the ability to cohere and motivate teams towards creative development is left to chance. The question is how to develop a system of values which encourages creative development specific to each collective.
2. Re-establishing the environment as us, thus not as a separated optional concern. This has profound implications for the success of our entrepreneurial project.

The course is addressed to all students, not only to those who want to be entrepreneurs, but to anyone that wishes to develop social, organizational and cultural projects. It is addressed to students who want to organize social and cultural movements.  Specifically, in this course, we will work on developing dynamic open value structures –systems– which cohere and stimulate collectives towards developing their creativity in creating products and services (understood in the broad sense). This process requires re-imagining new ways of working, and new ways of thinking that do not separate the environment from human concerns.

To ensure that course participants are able to manage the creation and communication of open and dynamic value-systems oriented to creative development, they will have to develop their own entrepreneurial project.

The course is part of the series Advanced Studies Electives. It addresses students in their last year of their master who are looking for inspiration for their master theses.  

The course is part of the Minor in Sustainable Entrepreneurship and Business. Although the course can be taken as a separate elective, students will benefit from taking it together with the Minor’s three other electives: “Re-imagining Capitalism”, “Re-imagining Money” and “Re-imagining the Commons”.  To obtain the Minor Diploma, students need to pass all three courses in the Minor.

Preliminary course literature:

• Corbí, M. (2016). Principles of an epistemology of values. Cham: Springer
• Kinni, T. (2017), September 18). Is capitalism killing America? Stanford Business Graduate School
• Laloux, F. (2014). Reinventing organizations. Belgium: Nelson Parker
• Lanfranchi, G. (1977). La formation de soi par soi. Beauvais: La Table Ronde
• Pfläging, N. (2015). Why we cannot learn a damn thing from semco, or toyota. vision.haufe.de
• Prat-i-Pubill, Q. (2014). Creativity. The backbone of organization's survival, achieved through axiological projects. A guide for managers and leaders to to transit to a creative organization. ESADE Business School.
• Prat-i-Pubill, Q., & Lozano, JM (2014). Intervening in collectivities using persuasive argumentation. Ramon Llull Journal of Applied Ethics , (5), 65-8
• Semler, R. (1989). Managing without managers. Harvard Business Review