First Benchmarking Workshop

A workshop coordinated by Mathilda on 26th October 2007 to explore benchmarking systems

See some outcomes of the workshop


Applying existing benchmarks to a previous workshop, e.g. the information sharing workshop

10.15-12.00 - working in 3's

  • Batel, John, Anette:
  1. Exploring Viability of Batel’s ecological principles
  2. The assessment criteria of MA Design Futures
  • Julia, Hannah, Mathilda
  1. Using Mathilda’s brand/perception
  2. knowledge/awareness relationships
  3. action/activism map
  4. assessment criteria of MA Design Futures programme

Working tea break at the groups' discretion

12.00-13.00 - Everyone

  • Sharing process and outcomes
  • Making decisions of initial bench-marking criteria for the afternoon session


Applying modified benchmarks to a future event, e.g. the Arcola project

14.10-15.40 - in groups of three:

  • Julia, Anette, Hannah
  • Batel, John, Mathilda

16.00-17.00 - Everyone

  • Sharing process and outcomes
  • Summarising workshop findings

Questions that might guide the benchmark work - ‘simple and specific’:

  • Was the information sharing workshop successful?
  • How do we know that it was successful?
  • How successful was it?
  • In which ways was it successful?
  • What made it successful?

Questions that this workshop might seek to answer - broader:

  • How do we know when we are learning?
  • How do we know when group consciousness is larger than the sum of its individuals knowing?
  • How can we spur commitment and action and not ‘simply’ awareness?
  • How do we know when a group takes ownership of a problem, and of a solution?
  • How can we know that a workshop is more than a moment in time?
  • Is it possible to break down synergy into several qualities?

Might the following continuums be helpful?

  • From single issue focus to systemic awareness
  • From thinking in dichotomies to thinking in terms of integration
  • From me focus to we focus

Previous notes and suggestions for this workshop:

  • If synergy is emergent (unpredictable) from the conditions of the previous level) can we benchmark it?
  • Would they advise clearly on conduct or would they need to attune professionals to synergy (i.e. how to spot it)?
  • We might also refer to, for example H&M's code of conduct (external link) and Marks & Spencer's (external link)
  • Look at Ken Fairclough's methods (e.g. “The ultimate arbiter to the success or otherwise of any socio-economic system is the extent to which that system realises its potential whilst meeting its obligations and directives.” (Ken Fairclough)
  • It corresponds to the Extreme Programming (external link) principle of the (reciprocating) client-role system.

see JW's Notes

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