Martin Gylling, Ph.D. from Copenhagen Business School (CBS) has obtained a PhD. dissertation by CBS, on “Leadership of Innovation and Learning in Organizations”, and in doing so, made a report on Kunstgreb: “The Art Invention Entrepreneur in Practice”.

The report is based on a phenomenological * and empirical approach. Martin Gylling has participated in six business projects carried out by Kunstgreb: SKAT, CBSI, Cefal – Center for Working Life & Learning, Kildevæld Nursing Home, Brüel & Kjær and Coloplast. Very different types of companies – all of which have used the Kunstgreb method.

The focus of the research was on the process: What happens in the meeting between the company and the innovator from Kunstgreb, and what is the special innovator doing is effective and creates a useful impact on the company?

Division into product and process effect

As mentioned, Kunstgreb divides effect into two main groups: process and product effect, respectively. In most completed business projects, process and product effects are overlapping and simultaneous effects achieved. During the course, a spin- off effect is an additional cultural influence that at the same time works as team-building.

The process effect can be defined as the learning and impact that the company takes on through the project, especially through the application of the Kunstgreb method.

Product effect can be defined as the effect that results from the development as well as the implementation of the product / products that the innovation process sets as the goal.

The immediate effect of the companies

The research report concludes that the Kunstgreb innovator’s success with innovation and inventory tasks in business, both among public and private companies, depends on whether the practical intuition and practice of the innovator in conjunction with the learning from the Kunstgreb education program is taken into use in this meeting. It’s this link that creates the very big effect.

When companies enter into cooperation with Kunstgreb and the focus-demanding process work, the report highlights the need for great feedback practices from the innovator. A level of preparation comparable to musical composition. The innovator will use all known competencies, capabilities, and tools within the group. This practice is preceded by a coincidence; a particular readiness and developed ability to seek interpersonal relationships. This special skill in the Kunstgreb method is taken as part of the training of the innovators.

The research report further emphasises the body as essential in this practice and the subsequent process, describing it as:

The Kunstgreb innovator uses himself as an instrument. If the Kunstgreb innovator is able to create time and space for listening to all shades, then the silence comes to light. The silence creates sound for the resonance of the group, and then it is emotionally shifted, which moves all the contributors in a new direction. The Kunstgreb innovator meets his “fellow players” right where they are, and do not seem to think where they should be and where they are going. This has a recognising effect on employees who make them present for themselves and with others. An openly welcoming room is created – ideal for development and innovation.

In practice, a Kunstgreb innovator can allocate time and space to listen to the whole body and bring silence to the room. The Kunstgreb innovator must go ahead to facilitate an openness that can put people’s feelings in harmony. Resonance is created in the group. This move in a new direction can move the group’s focus to a specific task problem.