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RESULTADOS

 

WP1 - PROJECT ORGANISATION AND MANAGEMENT

These activities are referred to as the establishment of the partner's organisational teams and exchange of the mutual information about the project's organisation chart, in order to allow the direct interaction among the corresponding functions through the definition of work tools for the project operative management.

D01 - Project management manual

The project management plan is a confidential document that provides an operative tool addressed to the C.H.I.M.E.R.A. partners in order to assure the efficient progress of the project stages and its carrying out, the communication and collaboration among partners and between the partnership and the Commission.
It defines the methodologies and tools for:

  • the executive management of the project;
  • the technical and financial administration of the project activities;
  • the management of operative calendars/timetables of activities;
  • the monitoring of the general operative calendar of the project and the interventions to carry out in case there are some deviations in the realization of outputs.

D Plus - Partnership meetings

During the project lifetime the partners organized four partnership meetings to discuss the project and share in a closer way opinions about activities' implementation. Those meetings represented a good opportunity for networking action.


Kick-off Meeting
2012, December, the 17th – 18th
The meeting took place in Perugia at the venue of Superficie 8 office. After the presentation by each partner following the order of the project partnership, the workplan of the project was presented to the partners, explaining in detail the background, the objectives, the target groups and the actions as well as the expected results. The project work plan was also introduced, analysing each work package, the related tasks and deliverables, and the role of each partner in the different activities.

Second partnership meeting
2013 – June, the 27th and 28th
The meeting took place at the venue of The Athens Hotel Poseidon.
Introductions were followed by a presentation of the agenda steps, mainly focused on the presentation of the questionnaires and the Creativity Index drafting their administration to the enterprises and on the presentation of the national results.

Third partnership meeting
2014, March, 10th-11th
The meeting took place at the venue of KCZIA's Office in Kracow. After the presentation of the new Romanian partner, the partnership deeply analized the interim report and the state of the main project's outputs in order to guarantee the quality of the fulfillment of the project's targets and the good course of the project itself.

Final partnership meeting
2014, November, the 27th - 28th
The final partnership meeting took place at the of CCIS' Office in Madrid and the main topic was the final project evalution providing a project work plan overview and consolidated reporting and documents for the final report the European Union.

WP2 - PROJECT PROMOTION AND DISSEMINATION

The C.H.I.M.E.R.A. project aimed to raise public awareness of its developed management approaches and tools among the various stakeholders involved in the "entrepreneurs world":
A multi-dimensional dissemination approach with different communication tools adapted to the respective target groups was therefore needed to disseminate project concept and results and attract interest and necessary involvement from them.
In addition to this, the sharing of knowledge has been facilitated inside the Consortium to foster working efficiency and consistency of the project's outputs.
The project has been designed to foresee the production of outcomes that in themselves guarantee sustainability and the mainstreaming of the project after its contractual end.
The activities of dissemination and exploitation are closely related but distinct from one another and these two activities – dissemination of the project results and achievement and exploitation of these results, are named also as valorisation. The European Commission's Valorisation Strategy gives the following definition:
"The process of enhancing or optimising project outcomes through experimentation and exploitation with a view to increasing their value and impact."
The wide diversity of the AHEAD communication tools reflects its objective to be large scale disseminated.

D03 - Disseminatin plan

The dissemination and communication plan is a restricted document that provides an operative tool for the projects promotion and marketing. In fact, it represents a strategic document aimed at:
describing communication tools designed for the promotion of the project;
providing guidelines and templates for communication tools production and utilization.
It provides guidelines, tools and formats related to the definition of a coordinated image and a set of communication tools, to the communication formats and layout for the realization of project documentation, and to the procedures for internal and external communication.

CHIMERA_Newsletter_1.pdf

CHIMERA_Newsletter_2.pdf

CHIMERA. Article about the creative method

D04 - Project brochures

The project brochures are informative material aimed at promoting the project and its activities. 

English project brochure

English project's activities brochure

D05 - Open workshops

During the project lifetime Partners have organised meetings and workshop to disseminate information, to raise awareness and to collect feed back and suggestions.
The activity has been developed in all Partners Country.

D06 - On the place informative and awareness actions

The partnership has arranged informative panels in order to promote the project and to dispatch to the main stakeholders of the project.

D08 - Multimedial final report

The Multimedia final report is a multimedia pubblication on the project's main activities and results.
Follow this link.

WP3 - RESULTS EXPLOITATION

The exploitation activity provides those methodologies, networks, operative protocols and learning tools that have been internalised and promoted by the partners and the stakeholders of the project in the field of learning, VET, entrepreneurship and creativity learning.
In order to validate and exploit the project's outcomes, the following activities have been implemented:

  • elaboration and sharing of an exploitation plan;
  • set up and arrangement of a number of focus groups
  • transnational seminar

D09 - Exploitation plan

The main goal of the exploitation plan, that is a restricted document, is to establish suitable actions to make CHIMERA a successful and sustainable project. It is based on the communication and dissemination strategy elaborated by the Superficie 8 office adopting the most appropriate dissemination tools and channels elaborating so far in order to exploit the results achieved during the project implementation.
Additionally, the document provides an overview of the dissemination materials designed to exploit the accomplished results and outlines the exploitable components.

D10 - Focus group 01

Each partner has set up a focus group with the task of developing a system for the acknowledgment of formative credits acquired in experimental training courses and in CREAlabs and their transferring across the partners countries and elaborating an ECVET joint proposal. The aim has been that of making possible the capitalisation of competences and abilities acquired and acquirable within the experimental training courses and the CREAlabs.

D11 - Focus group 02

Each partner has set up a focus group with the task of developing a joint proposal for the introduction of creative skills in corporate training plans, through the systematisation of experimental training courses and CREAlabs as permanent training experiences in the enterprises. The aim has been that of creating awareness, within enterprises, that the development of creative skills is strictly connected with the growth of competitiveness and innovation in enterprises.

D12 - Transnational seminar

The transnational seminar was organized on November 28th at the headquarters of the European Commission Delegation in Madrid. There were three key questions that the Project's partnership worked on for two years, involving experts and trainers from local to international level: Is it possible to train creativity ? Do "creativity" tools exist to improve the work environment ? How to create appropriate conditions to develop new ideas and innovate?
The main results of the project have been presented, promoting an innovative approach to business management based on the values of creativity, which are the keys to successfully facing the economic crisis that still grips the markets.
More than 100 people attended and among them were entrepreneurs, managers and training experts.

WP4 - PROJECT QUALITY PLAN

The main goal of this activity is to ensure the quality of the project outcomes. In this way monitoring and evaluation are functional to the fulfilment of the project's targets and to the good course of the project itself, in order to:

  • gain quantitative and qualitative elements about the project management activity in order to have control of the programme implementation, to guarantee adherence to the deadlines, to guarantee the administrative and financial standards, and to ensure congruity with the regulatory measures agreeing with both the compulsory ones and those settled on by the partnership;
  • gain quantitative and qualitative elements about the efficacy, the achievements and the approval of the planning activities; these data will be organised and structured in the form of evaluation documents and they could constitute, totally or partially, reports about the project implementation.

DEL13 - Project management and quality plan

The quality plan is a restricted document that provides operative tools addressed to the C.H.I.M.E.R.A. partners in order to assure the efficient progress of the project stages and its carrying out, the communication and collaboration among partners and between the partnership and the Commission.
It defines the methodologies and tools for:
the executive management of the project;
the technical and financial administration of the project activities;
the management of operative calendars/timetables of activities;
the monitoring of the general operative calendar for the project and the interventions to carry out in case there are some deviations in the realization of outputs.

WP5 - MEASURING CREATIVITY

A comparative analysis has been carried out on the characteristics of enterprises operating within the reference areas of the project (economic, financial, cultural, social) through the administration of interviews, questionnaires to entrepreneurs, managers and staff of enterprises, and the consultation of documents relating to enterprise performance. It has followed the development of a Creativity Index of Enterprise, in order to define and measure the creativity of enterprises.

D15 Creativity index of Enterprises

The CHIMERA Creativity Index of Enterprises can be considered one of the on-going efforts to define instruments and approaches, while experimenting with indexing systems, which would contribute to the researches about:

  • criteria for assessing the creative vitality of enterprises;
  • integrated innovative indicators for measuring growth and innovation interconnected with creativity within enterprises systems;
  • policy-making and decision-making processes for smart development, resilient entrepreneurship, creative innovation;
  • basis for an international comparison of creativity's measurement.

The CHIMERA Creativity Index is an instrument to investigate the climate and attitude for creativity and innovation that exists in a work group, division or organization.
It suggests some pathways to assess and measure the work environment creativity, specifically the management practices, resources, motivations and interactions.

Creativity index of Enterprises 

Creativity index of Enterprises Upgrade 

Index matrix

D16 Transnational report

In order to set up the index, a comparative analysis has been carried out regarding the characteristics of the enterprises operating within the reference areas of the project (economic, financial, cultural, social), through the administration of interviews and questionnaires to entrepreneurs, managers and staff of enterprises, and through the consultation of documents relating to enterprise performance, in order to find and share a common idea/concept of creativity and of creativity in economical organizations.

The development of a questionnaire followed, aimed at defining and measuring the perceived level of creativity in enterprises and the presence of stimulating or discouraging factors in the organizations. The questionnaire has been administered to managers and employees: the sample survey has been composed by at least ten SMEs for each country involved, which have been selected by size and sector. 80 enterprises have been involved in the survey.

Transnational report

Five National Reports.zip

WP6 - LEARNING CREATIVITY

This activity is related to definining a new curriculum and study plan which identifies competences and skills necessary for entrepreneurs and managers to identify, develop and enhance their own creative skills and those of their employees, and to foster creativity among their staff, realising experimental training courses for entrepreneurs and managers within the reference areas of the project to allow the acquisition of creative competences and skills. The lesson learnt has been summarized in the Memorandum of Understanding among enterprises, professional associations, policy makers, adult training centers aimed at ensuring the sustainability of the project.

D17 - Curriculum and study plan

The partnership has developped a new specific curriculum which defines competences and skills necessary for entrepreneurs and managers to identify, evolve and enhance their creative skills and those of their employees, and to foster creativity among their staff (even with relation to the European Qualifications Framework - EQF).

Curriculum and study plan

D18 - Experimental training courses

Italian training course

The pilot training has been materialized on 15-20 entrepreneurs, employees and students and it made up of a total of 46 hours (36 hours of face to face sessions and 10 hours of distance learning and 36 hours of workshop for the CREAlabs workshop experience in order to implement the methodologies learnt during the training experience). This process took place from January 2014 to June 2014.

The programme has been implemented with the use of a combination of methods including both distance learning and face to face (require a presence) involving six trainers (Alessandro Almonti, Antonio Senatore, Rino Panetti, Roberto Mogranzini, Valentina Renzulli and Pierluigi Ciarapica) that have year experience on the relationship between creativity and entrepreneurship using different methodologies: chess and business, visual art and business, business theatre, management by magic and creative leadership.

It consists of 6 Didactic module, which are the following:

Greek training course 

The pilot training was held by Mr. Vasileiadis Mr. Avramoudis and Mr. Genitseftsis and has been materialized on 15 entrepreneurs  and it made up of a total of 40 hours (30 hours of face to face sessions and 10 hours of distance learning). This process will take place from May 2014 to June 2014.

The programme has been implemented with the use of a combination of methods including both face to face (require a presence) and distance learning.

The face-to-face training was held in a room in the form of workshops and the physical presence of trainers and trainees and the distance learning was materialized with the use of an electronic online educational platform and can be accessed at the following link http://elearning.entre.gr/athena/course/view.php?id=25 after completing the registration process.

It consists of 5 Module, which are the following:

 Polish training course

The pilot training was held by Aneta Kutnik and Czesław Krzysztof Cieplik, and was implemented in Poland with the participation of 18 entrepreneurs, and was made up of a total of 41,5 hours (35 hours of face to face sessions and 6,5 hours of distance learning). This process took place in December 2013 and January 2014 in 6 meeting sessions and own work of participants.

The programme has been implemented with the use of a combination of methods including both face to face (require a presence) and distance learning.

Furthermore¸ mini-lecture/tutoring, case studies, discussions, didactic games, role playing, problem solving, brainstorming, feedback, metaphor, individual work, work in pairs, group work.

 It consists of 5 Didactic module, which are the following:

Spanish training course

The pilot training was held by Alessia Correa and has been materialized on 15 entrepreneurs, in each of the participating countries of the programme and will be made up of a total of 40 hours (30 hours of face to face sessions and 10 hours of distance learning). This process will take place from December 2013 and April 2014.

The programme has been implemented with the use of a combination of methods including both face to face (require a presence) and distance learning.

It consists of 6 Didactic modules, which are the following:

  • Module 1: Entrepreneurial management: creativity and innovation in business
  • Module 2: Creative mental operations: lateral thinking in action
  • Module 3: How to enhance personal and interpersonal creativity
  • Module 4: Management through positive creativity
  • Module 5: Creativity in practice: design thinking process
  • Module 6: Review of the main contents and evaluation tests (E-learning Module)

Romanian training course 

The pilot training was held by Avram Tripon and Liviu Moldovan and has been materialized on 15 entrepreneurs and students, in each of the participating countries of the programme and will be made up of a total of 40 hours (30 hours of face to face sessions and 10 hours of distance learning). This process will take place from May and July  2014.

It consisted of 6 Didactic module, which are the following:

 D19 - Memorandum of understanding

It is an official project document for stating the commitment of CHIMERA partners and stakeholders on common strategies and objectives for the promotion and development of creativity as a grounding value for and in enterprises. Specifically the document stated that CHIMERA outcomes, methodologies, results and  networks, in a framework of exploitation and valorisation actions, are proposed and promoted as an experimented contribution for further studies, research and educational activities, with the main aim to stimulate the introduction of creative skills in corporate training plans. Particular attention is directed to promote the design, development, implementation and delivery of educational and training activities, in particular of innovative and experimental type, involving active enterprises and stakeholders. At the moment the MoU has been already signed by 28 enterprises. 

Sing the Memorandum of Understanding

D20 - Validation protocol

 It is an operative document which defines the units of competences. It will have as a target the acknowledgment of the formative credits and their transferring among the partners countries through the elaboration of a joint ECVET proposal : the learning outcomes of the workshop activity will be modeled in reference to the credit transfer systems - and with particular reference to the ECVET approach - involving the Province of Perugia and the Umbria Region.

Validation protocol training courses 

WP7 - CREAlabs

CREAlabs have been realised in each country involved in the project. Each CREAlab has been planned to last 30 hours and it involves around 20 participants. 3 CREAlabs have been realised for each participanting countries. CREAlabs have been carried out mainly through the methodology of business theatre: the aim of this methodology is to foster growth and personal development, in order to develop and create skills in enterprises staff. Through the use of theater techniques, experimenting with different communication and relationships channels and new perspectives in unusual contexts, it has been possible to enhance creative and communicative skills useful to the identification, diagnosis and problem solving, conflict management, motivation of the group. CREAlabs have been conducted with the active support of business theatre experts.
In several countries, the methodology of business theatre has been supported by other methodologies aimed at enhancing the expression of creative skills (i.e. visual art, creativity techniques). 

Italian CREAlabs experience

Italian CREALabs have been designed and organised by Superficie 8 with the collaboration of APMI - that has taken care, in particular, of dissemination and promotion – and also involving external experts in the drafting of the modular contents and then in leading the activities. In this way a scientific networking collaboration moreover triggered further developments (co-design of educational initiatives, focused research on specific training approaches).

Italian experience report

Greek CREAlabs experience

Greek CREALabs has been designed and organised by IED. The framework approach of the project plan, theoretically oriented to business theatre model, has been interpreted and analogically extended toward the set design and architectural fields, involving participants in building scenery and in team building processes.
Also for IED, on the basis of collected feed-backs it has been possible to outline a synthesis of the results accordingly with the a reference table of expectations. The overall aim of the assessment phase is, at the same time, testing in target groups models and approaches and triggering dissemination processes of the models and approaches and of contents and values (creativity, creative skills) that are their (and project) assumptions.

Greek experience report

Polish CREAlabs experience

In Poland, the CreaLabs were in the form of workshops that involved individual work, work in pairs, work in group, with tutoring by the trainer. Methodologies of work were: case study, didactic games, discussions, role playing.
The exercises are conducted in small groups. The activities are carried out with a feed-back approach that interlinks personal experiences (people are invited to talk about themselves), case histories, illustration of instruments and tools. At the end people are able to identify crucial points in their experiences, the proper instrument and the process (to solve problems, to manage situations, to enhance creativity, etc.)

Polish experience report

Spanish CREAlabs experience

The CREALABS set up by CCIS were a peculiar training format that worked as a practical training for businessmen, entrepreneurs, managers and staff. This training works intensively at motivational, emotional and expressive level and increases the ability to face challenges of communication, relationship and creativity in business and business contexts .
The activities were held using the technique of business theatre as a relevant tool in order to improve entrepreneurs and mangers capacities to deal with ordinary and not ordinary situations in workplaces.
In this sense business theatre is an educational toolbox and a training environment where it is possible to relocate and observe company's dynamics. It is particularly useful for human resources management, individual skills improvement, conflict resolution.

Spanish experience report

Romanian CREAlabs experience

Romanian CREALabs have been designed and organised as mixed media creative workshops in order to facilitate the expression, the expansion and the enhancement of creative thinking in business and to generate innovation cellules.

Romanian experience report

D23 - Validation protocol

It is an Operative document which defines CREAlabs units of competences and has as a target the acknowledgment of the formative credits and their transferring among the partners countries through the elaboration of a joint proposal : the learning outcomes of the workshop activity has been modeled in reference to the credit transfer systems.

Validation protocol CREAlabs experience

D24 - Creativity handbook

The fundamental aim of this Creativity Handbook for Entrepreneurs and Managers is to give a contribution to the growing interest that European entrepreneurs have in applying creativity to their daily business organizations.
To this end, the CHIMERA Handbook provides some hints, information and materials in order to support European entrepreneurs (and all "creative" people) to increase the spread of creativity in their own companies and around them.
The Handbook has been simply developed as a basic collection of free to use materials, such as the processing of educational and informative mixed media, used during the experimental training courses which have been realized in the framework of the C.H.I.M.E.R.A. There are some suggestions for the European (and perhaps not only European) enterprises which want to experiment creativity and creative skills and to find a way to improve new innovation-driven role models and management approaches.

Creativity handbook english version

Creativity handbook italian version

Creativity handbook greek version

Creativity handbook polish version

Creativity handbook spanish version

Creativity handbook romanian version

Multimedia Report

The Multimedia final report is a multimedia pubblication on the project's main activities and results.
Follow this link.

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