FASHION DESIGN

Level-III
Based on March 2022, Curriculum Version 1

MODULE TITLE: PRODUCING CREATIVE WORK

MODULE CODE: IND FAD3 M04 0322

NOMINAL DURATION: 80 Hour

September 2023
Addis Ababa
Table of Contents
This module covers the units...........................................................................................................6
Unit 1 Sourcing ideas for creative work.........................................................................................6
1.1 Reviewing historical and contemporary information.............................................................7
1.1.1. Basic Concept of Creativity...........................................................................................7
1.1.2. Historical back ground of creativity...............................................................................8
1.1.3. Contemporary information about creation.....................................................................9
1.1.4. Creationism as a Modern Social Movement................................................................10
1.2. Extracting key ideas and concepts in creative work...........................................................11
1.3 Evaluating key ideas and concepts.......................................................................................13
1.3.1. Key concepts in evaluation -........................................................................................13
1.4 Considering personal creative goals and information from.................................................15
1.4.1. What are personal goals to set for yourself?................................................................15
1.4.2. How to set personal development goals for work............................................................16
1.4.3. Steps to create goals for yourself:................................................................................20
1.5 Designing requirements with reference to relevant reference material...............................20
1.5.1. how to evaluate reference material...............................................................................20
1.5.2. Reference design..........................................................................................................21
1.5.3. DESIGN METHODS...................................................................................................22
1.6. Identifying factors that may impact on how creative work undertaken..............................22
1.7. Gathering information about creative work techniques, materials and equipment.............25
Self-check 1............................................................................................................................26
Unit Two Refining and communicate ideas................................................................................28
2.1 Refining ideas through experimentation..............................................................................29
2.1.1. What does it mean to refine or develop an idea...........................................................29
2.1.2. How to refine or develop an idea?................................................................................30
2.1.3. The process of developing the idea..............................................................................32

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 2.1.3. Functions effectively for the purpose intended............................................................33
2.2. Discussing with key people.................................................................................................35
2.3. Communicating and discussing ideas.................................................................................36
2.3.1. How do you communicate your ideas and opinions clearly and persuasively?...........36
2.3.2. Why Is Communicating Ideas Important?....................................................................38
2.4. Considering the context for the communication.................................................................39
2.5. Accessing the capabilities of techniques, materials and equipment...................................42
2.6. Selecting approaches that best suit the purpose of creative work.......................................43
2.7. Following safety procedures for particular techniques.......................................................46
2.7.1. Introduction Safety.......................................................................................................46
2.7.3. The Importance of Effective Safety Communications.................................................52
2.7.4. Workers Health and Safety in the Apparel Industry....................................................52
2.7.5. Department wise safety measures:...............................................................................53
Self-check 2............................................................................................................................54
Unit 3 Planning and producing creative work...............................................................................55
3.1. Identifying work processes and resource requirements......................................................56
3.1.1 What is a work process?................................................................................................56
3.1.2. Types of work processes..............................................................................................56
3.1.3. How to optimize work processes for your team...........................................................57
3.1.3. Work process in Fashion Design................................................................................58
3.1.4. Identifying resource requirements................................................................................64
3.1.5. Tips 10 Must-Have Resources When Running a Fashion Business............................65
3.2. Organizing resources required for the production of creative work...................................68
3.2.1. Introduction..................................................................................................................68
3.2.2. Planning, Organizing, Leading, and Controlling.........................................................69
3.3. Using and adapting resources safely to realize idea...........................................................73
3.4. Resolving proficiency is shown with chosen techniques and technical problems..............78
3.5 Taking responsibility for the safe and sustainable use of resources....................................80
3.5.1. Who is responsible for workplace health and safety?..................................................81

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 3.5.2. Creativity vs. sustainably.............................................................................................82
3.6. Creating a record of the work that shows the process of development...............................82
3.6.1. Introduction work record..............................................................................................83
3.6.2. What is process documentation?..................................................................................83
3.6.3. Why do we document processes?.................................................................................83
3.6.4. How to document a process..........................................................................................84
3.7. Producing and discussing preliminary design.....................................................................85
3.7.1. Concept of a preliminary design?.................................................................................85
3.7.2. Preliminary Design Review Guidelines.......................................................................86
Self-check 3...........................................................................................................................92
Unit 4 Reviewing own work..........................................................................................................93
4.1. Reviewing own work for technical proficiency..................................................................94
4.1.1. Definition......................................................................................................................94
4.1.2. Effective self-performance review...............................................................................95
4.1.3. 10 Tips for Creating Your Performance Self-Review..................................................95
4.1.4. Why Performance Reviews Matter in the Creative Sector...........................................97
4.2 The process of creative work...............................................................................................97
4.3. Using relevant information from feedback for skills development....................................99
4.3.1. Introduction relevance feedback..................................................................................99
4.3.2. How do you use feedback to improve your own performance and development?..99
Self-check 4..........................................................................................................................102
References....................................................................................................................................103

List of figure

Figure 1. Extracting process..........................................................................................................12

Figure 2 process of idea development..........................................................................................32
Figure 3 body position...................................................................................................................51
Figure 4 fashion design process....................................................................................................59

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Acknowledgment
I wish to extend my thanks and appreciation to many of my staff members, the department head,
and our college’s dean for facilitating the development of these teaching, training, and learning
materials. (TTLM).

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Introduction to the Module
MODULE DESCRIPTION: This module covers the knowledge, skills and attitude required to
plan, produce creative work that represent and communicate ideas in any work place through the
exploration of ideas and techniques and, also to develop creative work design techniques and
merchandise the products.

This module covers the units

 Source ideas for creative work
 Refine and communicate ideas
 Plan and produce creative work
 Review own work
Learning Objective of the Module
 Identify Source of ideas for creative work
 Refine and communicate ideas
 Produce Plan and produce creative work
 Review own work
Module Instruction

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For effective use this modules trainees are expected to follow the following module instruction:
1. Read the information written in each unit
2. Accomplish the Self-checks at the end of each unit
3. Perform Operation Sheets which were provided at the end of units
4. Do the “LAP test” giver at the end of each unit and
5. Read the identified reference book for Examples and exercise

Unit 1 Sourcing ideas for creative work

This unit is developed to provide you the necessary information regarding the following content
coverage and topics:
 Review historical and contemporary information
 Extract key ideas and concepts in creative work
 Evaluate key ideas and concepts
 personal creative goals and information from
 Design requirements with reference to relevant reference material
 factors that may impact on how creative work undertaken
 creative work techniques, materials and equipment
 Evaluate creative work briefs
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to
 Understand historical and contemporary information
 Extracting key ideas and concepts in creative work
 Evaluating key ideas and concepts in creative work
 Understand personal creative goals and information from
 Determine Design requirements with reference to relevant reference material
 Identifying factors that may impact on how creative work undertaken
 Identify creative work techniques, materials and equipment
 Evaluating creative work briefs

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1. Sourcing ideas for creative work

1.1 Reviewing historical and contemporary information

1.1.1. Basic Concept of Creativity

The English word creativity comes from the Latin term creare, and facere "to create" and, ”to
make”. Its derivational suffixes also come from Latin. The word "create" appeared in English as
early as the 14th century, notably in Chaucer (in The Parson's Tale to indicate divine creation.

The modern meaning of creativity in reference to human creation did not emerge until after the
Enlightenment.

Creativity is a characteristic of someone or some process that forms something new and
valuable. The created item may be intangible (such as an idea, a scientific theory, a musical
composition, or a joke) or a physical object (such as an invention, a printed literary work, or
a painting).

1.1.2. Historical back ground of creativity

The historical background of creativity can be traced back to ancient civilizations, such as
ancient Greece. In ancient Greece, creativity was associated with the Muses, who were believed
to inspire artists and thinkers. This belief in divine inspiration continued into the Renaissance
period, where creativity was seen as a gift from a higher power.

During the Renaissance, creativity was highly valued and seen as a means for individuals to
express themselves and contribute to the advancement of society. Artists and thinkers were
encouraged to explore their own unique ideas and perspectives. This emphasis on individual
creativity continued into the Romantic period, where the concept of the "genius" emerged.

In the Enlightenment period, creativity became associated with reason and logic. Philosophers
like Immanuel Kant emphasized the importance of originality and innovation in creative
thinking. This rational approach to creativity continued into the 20th century.

In the 20th century, psychologists and scholars began to study creativity more systematically.
Figures like Sigmund Freud and Carl Jung explored the subconscious mind and its role in
creative thinking. The field of psychology introduced concepts such as divergent thinking, which
focuses on generating multiple ideas and solutions.

Today, creativity is recognized as a vital skill in various fields. It is seen as a key driver of
innovation and problem-solving. Contemporary research on creativity explores topics such as
creative cognition, the neuroscience of creativity, and the impact of creativity on well-being.
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Understanding the historical and cultural context of creativity helps us appreciate its significance
and how it has shaped different societies. It allows us to see how creativity has been valued and
nurtured throughout history, as well as the challenges and barriers that creative individuals have
faced.

Examining contemporary information about creativity provides insights into current trends and
practices. It helps us understand how creativity is being fostered in different domains and how it
is being applied to address complex issues in today's world. It also allows us to stay updated on
new theories, techniques, and technologies that are shaping creative fields.

In conclusion, understanding the historical background of creativity is crucial for gaining a

comprehensive understanding of its evolution and current state. It enables us to learn from the
past, stay informed in the present, and contribute to the ongoing dialogue surrounding creativity.

As for characteristics of creativity, there are many theories. One theory suggests that creativity is
a combination of three factors: expertise, creative thinking skills, and motivation.

Another theory suggests that creativity is a process that involves four stages: preparation,
incubation, illumination, and verification

A third theory suggests that creativity is a function of both individual personality traits and
environmental factors

1.1.3. Contemporary information about creation

The creation-evolution controversy, often described as an issue that will be with us for some
time, is a conflict essentially between naturalism, the position that life emerged out of mater and
energy through natural forces, and the various theistic world views, all of which hold that the
universe is a product of intelligence, order and control is The question of how much time was
occupied in the work of Creation is of no importance neither the question of how long ago it took
place. The one essential idea is that in its nature Creation is essentially inscrutable; we can never
hope to know just how it was accomplished; we cannot expect to know the process or the details,
for we have nothing with which to measure it. The one essential thing in the doctrine of Creation
is that the origin of our world and of the things upon it came about at some period of time in the
past by a direct and unusual manifestation of Divine power; and that since this original Creation
other and different forces and powers have prevailed to sustain and perpetuate the forms of life
and indeed the entire world as then called into existence (Price, 1917, p. 8).

He felt that the universal flood was far more important to believe than the short-age creation
world view. Numbers (1992) stated, "Price for years accepted an ancient but lifeless earth."

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John Ambrose Flemming (1849-1945), was one of the fathers of modern electronics and is
most known for developing the first workable electronic vacuum tube. He studied under James
Clark Maxwell at Cambridge and served as a consultant for both Marconi and Edison. A former
president of the Victoria Institute, he wrote many creationist books including The Intersecting
Spheres of Religion and Science, and Evolution or Creation. He was also a long-age creationist
and accepted microevolution.

Charles Piazzi Smyth was the Astronomer-Royal of Scotland and a professor at the University
of Edinburgh in the late 1800s. Smyth was a major pioneer of the modern pyramidology
movement which is still strong today. He is most well known for his mammoth tome
entitled Our Inheritance In the Great Pyramid (1877) in which he argued that God directed its
construction, and its dimensions revealed much about His plan for the universe. For example,
Smyth concluded that one inch in the pyramid equaled a year, thus the pyramid taught that
creation occurred in 4004 BC., although it is not clear if this date of 4004 BC refers only to the
Biblical creation or the physical creation of the entire universe. He also concluded that the great
pyramid taught that the tribulation would begin between 1892 to 1911. The whole area of
pyramidology is today labeled foolishness by most scientists, and many conservative Christians
have concluded that it is part of the so-called new-age movement or even viewed as demonism by
some (McIver, 1988, p. 56; Gardner, 1957). Smyth's writing style was such that it is not easy to
figure out what he is saying, partially because he equivocates so much. Unless his works are
studied carefully, it is hard to determine what he is advocating versus what someone else is
discussing and which he simply notes.

1.1.4. Creationism as a Modern Social Movement

The history of the major modern creation movements, from the early 1900s' work of George
McCready Price to the most recent resurgence initiated by Henry Morris and John Whitcomb and
their book The Genesis Flood, is reviewed. The social factors involved are also discussed, as are
some of the main controversies and schisms. The various creation organizations were also
reviewed, covering their history, the founders backgrounds, and some of their major activities.

From its start, considerable diversity has existed in the movement, including the extent of
historical evolution accepted, the explanatory value of macro versus micro evolution, the age of
the earth and related issues. Many of the important persons involved in the movement were long-
age creationists and a large number do not fit into the stereotype of creationists as often
presented in the mass media today. The term progressive creationism would most accurately
describe the view of most of those who have dominated the movement.

The many different modern "creation science" associations differ in both their goals and
philosophy. The American Scientific Affiliation (ASA) one of the larger organized groups of
American Christian scientists was formally founded in 1941 at the instigation of Dr. Wil
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Houghton, then president of Moody Bible Institute. The original founders were very
concerned about the increasing atheistic emphasis and orientation of science, especially the
uncritical acceptance of Darwin and evolution as a whole (Nelkin, 1977). The first president
was F. Alton Everest and the first secretary was Wheaton College biologist Dr. Russell Mixter
(Hartzler, 1991). Part of the ASA preamble states that it is an "evangelical organization of men
and women who share a common fidelity to the word of God and to Christian faith."

1.2. Extracting key ideas and concepts in creative work

The great creativity masters can teach us very relevant lessons in this context. Edward De Bono’s
“Serious Creativity” book, for example, contains lots of insights and sets the foundation of the
first thinking pattern I’m going to introduce:

You have identified a concrete idea that addresses a given objective.

Extract a broader concept to facilitate the creation of alternatives

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Figure 1. Extracting process

Motivation
Extract Concept is one of the most regular techniques I use to deliberately increase my ability to
generate alternatives. In fact, it is so basic that, at first glance, it might even seem too obvious.
But don’t be fooled. Its mechanism taps into our human talents of abstract thinking, and it is a
good step towards sharpening our creativity skills in a disciplined way.

Perhaps the most important benefit is that it forces me to look for alternatives even when I’m
fairly confident that the first idea I have is good enough: I’d ask questions such as “this is a way
of doing what?” and “how else can this be achieved?” This attitude is particularly important as
I know that if I blindly trust my first instincts I may miss tremendous opportunities.

Alternatives must have a reference point: I’d ask “alternatives with reference to what?” A new
concept becomes a fresh reference point that can somewhat change my perspective and lead to
further ideas.

Mechanics
Define the objective. It might be general or specific, but make sure that you are very clear about
what you are focusing on!

Identify one or more ideas relevant to such objective.

For each of those ideas, extract a broader concept by asking: “this is a way of doing what?“

See how each concept can trigger further alternatives by asking: “how else can this be
achieved?“

If applicable, find further alternatives by extracting an even broader concept (a direction) from
one or more existing concepts.

Example

I start defining the problem: “Provide useful help on our website”.

I quickly identify as many relevant ideas as I can. In this case is pretty easy to get a good few of
those, but let’s pick 2 of them for simplicity sake:

Add “?” icon beside potentially confusing fields to open a popup dialog

Provide Email address

For each of those ideas, I extract one or more concepts:

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Using the “?” icon, is a way of answering questions on the same page they arise

An email could be seen as a form of human interaction when visitors can’t find the help they
need.

Using each concept, I can now identify more alternatives:

The concept “Answer questions on the same page they arise” leads me to the following ideas:

Use the “?” icon to inline-expand helpful hints

Add permanent “why?” sections beside each form section

Add (light-grey) instructive text directly inside each field (that disappears when the visitor clicks
on a field)

Add help search section within page

Add inline validation (to show error messages within the form before the visitor has the
opportunity to click the button that submits the form data

The concept “human interaction” helps me finding further alternatives:

Phone us (visitor calls us)

We phone you (visitor gives us his/her number, we call)

Forums (let visitors help themselves

1.3 Evaluating key ideas and concepts

1.3.1. Key concepts in evaluation -

In the interest of standardization, this section describes initial steps towards formalization of
evaluation.

Evaluate is determine what something is worth to somebody. We describe evaluation as

a function relating objects and users to something we will call utility. Utilities can sometimes be
expressed in financial terms, but that does not concern us here. The important thing is that
utilities represent a consistent preference relation among the items utilities are assigned to (cf.
utility theory).

We then look at the nature of the descriptions of objects, found in e.g. consumer reports. Some
useful primitives are introduced. The formal machinery is taken from the world of feature
structures, well-known to computational linguists.
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We then define some notions relevant to evaluation in terms of these primitives.

We can summaries this in the following function: where

O is a set of objects

U is a set of users

V is a set of values

V: represents the idea of utility that drives any evaluation: the basic idea is that evaluation
expresses what some object is worth to somebody; expresses `worth'. Utility may sometimes be
related to money, but this cannot in general be assumed. We will tentatively define as linearly
ordered. This means that we can at least define relative utility by mapping object-user pairs to .

O: represents objects of evaluation. Anything can in principle be evaluated, including

dishwashing machines, project proposals, progress in ongoing work and evaluation procedures.
In this report, we restrict O to computer programs containing some linguistic knowledge and will
take all examples from this domain. The object of evaluation can be structured, i.e. it can
sometimes be seen as a structure of components or functionalities that can serve as objects of
evaluation themselves. For example, a translator's workbench can contain components such as a
special editor, an on-line terminology database and a translation memory; the latter can be
further subdivided into update and application functions. An evaluation-related question about
the package as a whole may, for example, examine its integratedness or the requirements it
imposes on the hardware platform. Other questions pertain to components; for example, the
update/maintenance properties of a term bank may be very different from those of a translation
memory.

U: represents users, i.e. people or organizations (potentially) interested in members of O. The

notion of user is philosophically complicated. Perhaps the best view is to see it as a
certain desire. A user is somebody who wants to have something or get something done. Users
come in kinds. For example, the owner of a translation bureau may have a different perspective
from a translator they employ. The latter may find aspects of `user-friendliness' of some
computer tool more important than the former. As a more specific example, the presence of a
component such as shared terminology validation procedures in a translators' package will be
more relevant for translation organisations than for freelances who work on their own.

Carrying this line of thinking further, all the factors which are often called environmental or
situational variables help to define the user's desires, and are therefore part of U. If we are
considering a system which can be broken down into distinguishable components, some of which
may be subject to individual evaluation, we can even go so far as to say that the constraints one

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component of the system imposes on another (for example in the form of required output) form
part of the user's desires: the user wants a task to be performed, and therefore wants all the sub-
tasks of that task to be performed. Thus U includes not only all the constraints and desires
resulting from the user's environment, but also, where relevant, the constraints imposed by sub-
components of an overall system which might fulfill the user's needs.

We should also keep in mind that all relevant distinctions in the contexts of use can be seen as
distinctions amongst types of user. In future work, U may be broken down to reflect the
granularity of these distinctions. It should then become possible to see U itself as a function of
conditions such as a particular kind of writer population, some specific bias in spelling errors, the
fact that a personal computer has to be used as the hardware platform, etc.

The basic function given above can be curried in two ways, obtaining two perspectives on
evaluation:

Describes the `object-based' picture: given some object, evaluation tells us who likes it;

Gives the `user-based' picture: given some user, evaluation tells us what they like.

1.4 Considering personal creative goals and information from

1.4.1. What are personal goals to set for yourself?

Personal goals are short- or long-term goals that can apply to your work, family life or lifestyle.
They're meant to motivate you to achieve what you want in life. The importance of setting goals
for yourself involves your openness and awareness of trying new things, planning your own
success and taking action to improve an aspect of your life. It can also allow you to accept
accountability for what you do to ultimately grow and develop in your life, career and
relationships. Setting goals allows you to find ways to learn from mistakes and make transitions
using what you've learned

1.4.2. How to set personal development goals for work

Achievable Goals To Set for Your Personal Development

Setting goals can be a good way to help yourself grow and develop, both personally and within
your career. When you set life goals for yourself, you're ultimately approaching success with an
open mind and making progress toward your professional goals. Consider setting short-term
goals to start with, and you may use these goals to help you achieve larger, long-term goals.

Here are 20 examples of personal goals you can use as inspiration for setting your own goals:
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1. Improve your growth mindset

Setting goals and achieving them can require changes in your life. To believe that change is
possible, you can have an open mind and the awareness to accept any mistakes you might make
along the way. You might apply daily affirmations to help you get there, but ultimately,
improving your growth mindset can have a positive influence on how you set goals and achieve
them in the future.

2. Be more proactive

Once you set a goal for yourself, you can choose to take action each day to further your progress
toward achievement. If you choose to remain inactive, there can be a chance that you might not
achieve your goals. Motivating yourself to be more proactive in your endeavors can serve as a
personal goal to help you get used to setting a goal, taking action, tracking your progress and
achieving objectives.

3. Learn to understand yourself

Learning to understand yourself can allow you to accept your abilities, improve your skills and
ultimately play a role in how you pace yourself when working toward your objectives.
Understanding and knowing what your boundaries are, what your strengths are and how you
adapt to change can not only help you progress toward your success, it can help build confidence
in yourself. You can also listen actively to yourself and aim to strengthen your emotional
intelligence.

4. Be persistent despite obstacles

Learning to be patient and keep applying strategies to overcome obstacles may seem daunting
when progressing toward your goals. Remaining consistent in your actions and maintaining your
perseverance no matter what kind of difficulties you come across may not only help you achieve
your goals, but it can help you develop and nurture the growth mindset you might also be trying
to develop.

5. Learn to accept your limits

Understanding your limits and learning from your mistakes ultimately help you progress toward
your goals. While it may seem as if making mistakes or finding limitations in your personal
progress may be negative, in reality, it can actually have a positive influence in teaching you how
to handle setbacks and find solutions to problems.

6. Learn how to make effective decisions

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Big decisions in life—from buying a new car to planning your retirement—can offer personal
growth opportunities. When you learn and apply effective decision-making strategies, such as
evaluating all your options for a retirement fund, you can better equip yourself to handle the
important choices in your life.

7. Practice gratitude

You might set this goal as a small daily objective, where you consciously choose to acknowledge
your gratitude. This can mean being grateful for finding a dime on the sidewalk, waking up to
your family every day or having a career. The success of this small goal is that you can find ways
to shift your attitude toward being grateful and generous daily, which can have a positive impact
on your overall well-being.

8. Stay open-minded to new opportunities

Maintaining an open mind and accepting opportunities and possibilities as they present
themselves can help foster your growth mindset even more. It also allows you to accept
responsibility and accountability for your actions and the achievement of your goals.

9. Learn something new

You might make a goal to learn a new skill, topic or take a class to learn how to paint. Whatever
you choose to learn, committing to continue gaining knowledge and expertise can help you
develop and advance in life. Consider developing a reading habit that can expose you to new
topics to help you obtain new skills.

10. Live according to your values

Your morals and values can influence how you progress through your career, relationships and
life in general. If you ignore your values in favor of someone else's, you may never achieve your
goals. Consider staying consistent in your morals, and work toward your goals with your
personal values in mind.

11. Learn healthy ways to cope with stress

Stress can often play a large part in life. Learning healthy strategies, such as a five-minute yoga
stretch, for coping and calming stress can help you focus on the most important things when
moving toward your goals. You can maintain your physical health.

12. Recreate your work-life balance

You may consider reassessing the balance you have between your career and your personal life.
If you feel you spend too much time at work and not enough time at home, consider finding
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ways to balance your work hours and home life. For instance, you might start leaving right on
time to get home, rather than spending that extra hour finishing up projects or other tasks.
Having a set schedule can also help motivate you to complete hard work.

13. Start good habits

It can take a lot of effort to create and maintain good habits, but forming positive habits can
influence your personal development and help in improving your overall quality of life. Consider
forming one good habit over the course of 30 days, such as taking a 10-minute walk every
evening, and you might see the change and improvement in your well-being and motivation to
keep achieving more.

14. Consider leaving behind expectations

Healthy expectations can help advance and promote growth and learning. Consider leaving
expectations behind when meeting objectives or communicating with others, and you might
increase the chances you can remain motivated and determined to achieve your goals.

15. Learn from failure

Failure is sometimes part of the process of moving toward achieving your goals, but it doesn't
determine your overall success. Consider failure an opportunity to learn how to approach things
differently, try new methods or learn new strategies. Learning from failure can aid in your
achievements by showing you different and more effective ways of doing things.

16. Eliminate bad habits

Similar to starting good habits, eliminating or making an effort to stop a bad habit can positively
influence your growth and progress toward other goals you may set for yourself. Consider taking
one to two months to identify and cease a bad habit, such as biting your nails or eating high-
sugar foods just before bed.

17. Improve your communication skills

Improving your skills by learning conversation techniques, nonverbal communication methods

and learning to be an active listener can not only help you develop, but it can also help foster
healthier relationships as well. Practice your communication skills when meeting new people.

18. Avoid negativity in the workplace

Sometimes gossip, rumors or negative attitudes in the workplace may be difficult to avoid. When
you actively seek out methods to step away from that kind of energy, you can improve your

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overall morale and motivation at work. You can also maintain meaningful professional and
personal relationships.

19. Improve your financial management skills

Finances can pose challenges for your personal life. Making small objectives to help you
improve your money management skills can ultimately allow you to make changes that free you
to accept new opportunities.

20. Develop time management skills

If you've ever felt that you frequently run out of time to complete tasks or have limited time to
devote to activities you enjoy outside of your job, consider applying strategies that can help you
improve your time management skills. Print a physical schedule or to-do list you can mark with a
pen as you complete tasks. Similarly, you might set a timer to help you track the time you spend
on specific activities to evaluate where you can cut back on time spent and add time to other
activities you want to complete.

1.4.3. Steps to create goals for yourself:

Identify your passions

Start by identifying important things you're passionate or care deeply about, and determine what
you want your life to be like in the future. Visualizing your ideal life can help you figure out
what's realistic for you to achieve. You can also develop a plan that can keep you on the right
track.

Use the SMART goal method

When setting goals for yourself, you may choose to follow the SMART goal method, where you
apply specific, measurable, achievable, relevant and time-bound objectives to help you reach
your goals. This can make it easier for you to evaluate your progress, celebrate your
accomplishments and stay motivated throughout your journey while moving in the right
direction. .

Track your progress

Designate times to see how far you've come since you began pursuing your goals. For example,
you might decide to check your progress once a month to see if you've been consistent. Holding
yourself accountable can help you identify strategies that work best for you.

1.5 Designing requirements with reference to relevant reference material

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1.5.1. how to evaluate reference material
The guide provides clear and concise instructions on how to locate, evaluate, and use reference
materials. Using this guide, creator can improve their creative work skills and get the most out of
their work. The guide is affordable and easy to use, making it a valuable tool for workers of all
backgrounds.

The guide is organized into four sections:

finding reference materials

evaluating reference materials

using reference materials

Citing reference materials.

The first section provides an overview of the different types of reference materials available and
how to find them.

The second section discusses how to evaluate reference materials for quality and relevance.

The third section covers how to effectively use reference materials in creative work.

Finally, the fourth section offers tips on citing references correctly.

By providing clear and concise instructions on how to locate, evaluate, and use reference
materials, the guide helps worker improve their creative skills and get the most out of their work.
The guide is affordable and easy to use, making it a valuable tool for workers of all backgrounds.

Analysis of the reference work operations By placing the design of ambiences at the center of
our investigation, the aim is to determine the way to use visual

four operations by describing the activity of perception design: To make: making by selection,
by choice and by assembling precedents.

To see: activate looking; apprehend objects

search for meaning (take pictures, choose the frame)

To name reinterpret objects with ‘new’ words; considered perception. Re-start: the moment of
research; produce mod

Else reasoned devices that relate to the elaboration of the new.

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1.5.2. Reference design
Reference design refers to a technicalblueprint of a system that is intended for others to copy. It
contains the essential elements of the system; however, third parties may enhance or modify the
design as required. When discussing computer designs, the concept is generally known as
a reference platform.

The main purpose of reference design is to support companies in development of next generation
products using latest technologies. The reference product is proof of the platform concept and is
usually targeted for specific applications. Reference design packages enable a fast track to
market thereby cutting costs and reducing risk in the customer's integration project.

As the predominant customers for reference designs are OEMs, many reference designs are
created by technology component vendors, whether hardware or software, as a means to increase
the likelihood that their product will be designed into the OEM's product, giving them a
competitive advantage.

A reference process should consider to the needs and behaviours of the process users, as well as
all relevant restrictions and boundary conditions within the company and its environment.
Therefore, this contribution provides a method to synthesize relevant requirements on reference
processes and supports the consideration of these requirements during the design of a new,
company-specific reference process based on meta-models. The developed method was used to
design a reference process for automotive predevelopment projects and its applicability and
usefulness was evaluated successfully.

1.5.3. DESIGN METHODS

There are different categories of users of process models, e.g. process owners, designers, process
auditors, for who the process model can have different purposes. For example, the purposes of a
reference process for project managers can be monitoring of the project status, allocation of
resources or estimation of project time, cost, quality and risk. In the field of unstructured
business processes, i.e. processes depending “on real-time events, available data and
knowledge of knowledge workers”, Bukhsh et al. (2017 propose a list of representational
requirements to manage and model such unstructured business processes. Based on an
experiment to compare Business Process Management and Case Management, they identify
representational requirements for unstructured business processes. They conclude that a

process support paradigm and a modelling language for managing and modelling unstructured
business processes must support these requirements

1.6. Identifying factors that may impact on how creative work undertaken

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As is the case in many professional contexts, creativity and innovation are the driving forces
behind having a futuristic mindset and thinking ahead. Creativity allows for "outside-the-box-
thinking", challenging of assumptions and bias awareness. This is essential for any form of group
work in order to avoid stagnation, lack of convergence and coordination, and groupthink.
However, high levels of creativity and innovation can be hard to obtain from people.

There are several factors influencing this, but four of the most important ones are: motivation,
leadership, positivity and personality traits. These four aspects of teamwork and identity will,
individually and together, affect the level of creativity present in a team and, consequently, the
team’s capability to move forward.

Motivation

Firstly, motivation is crucial as it leads people to wanting to do a task, such as one that requires
creativity or innovation. Hence, we should understand what leads our teammates to feeling
satisfied, fulfilled and/or appreciated. Understanding what motivates people in our team or
workplace will allow us to “build an insight into how to get people to want to do the things that
need to be done”. Different factors motivate different people.

For example, some people are motivated by the reward they will obtain after doing a good job or
exceeding expectations. This is linked to feeling appreciated and valued. Hence, a way of
motivating people in this situation could be to set up performance indicators and praise their
good work. However, it is important to note that an over-focus on performance is unhealthy for
team dynamics. Therefore, instead of focusing solely on the outcome of a task, we should focus
on the effort put in to accomplishing a certain goal. I acknowledge that it can be challenging for
a person motivated by reward to put more emphasis on the effort rather than on the goal itself.
Therefore, I suggest that we can draw valuable lessons from some of the research on
neuroscience, such as nudging.

By creating an environment where efforts are more valuable than the outcome itself, we are
advocating for a growth mindset rather than a fixed one and we are leading our teammate
towards having the same healthier view on motivation and effective praise.Another important
aspect to consider during feedback sessions is a person’s culture. In some cultures, feedback
(especially if negative) is given in a very indirect way, using, for example, the sandwich method:
praise, followed by the negative feedback, followed by praise again. In contrast, other cultures
value a more direct form of negative feedback as it is associated with honesty, and honesty is
perceived as something good.

Therefore, it is not only important to have these cultural differences in mind when giving
feedback, but also when receiving it. This way, we can avoid offending our team members as
well as avoid being offended by their way and means of giving feedback.
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Hence, motivation is the outcome of elements, such as personality traits, emotions and cultural
influences and should not be ignored or neglected in a team setting as this can lead to
dissatisfied, unhappy and, consequently, unproductive team members.

Leadership

Secondly, the form of leadership that arises in the context of the team will either enable or hinder
creativity. Effective leadership should enable the learning, creative, and adaptive capabilities of
individuals and their teams. Hence, there should be an indirect form of leadership, where the
leader creates an environment that fosters creative and learning process through social
interactions.

Viewing leadership as an enabling context, rather than viewing it as a title, skill or power-trait,
leads to an innovative learning environment, where creativity is facilitated.

This should be done with balanced control ensuring that the creative process stays true to the
team’s purpose and goals, while allowing creativity to flow.

Positivity

positivity.

Positivity and happiness enable creativity, just like negative emotions impede it. Happy people
are known to be more productive than unhappy people. The same is true for creativity – the
happier a person is in their workplace (or team), the more creative that person can be. Therefore,
it is crucial for leaders and coworkers to foster a positive and happy working environment.

Having a fun working environment can prove very rewarding for the organization (or team) in
the long run.

For example, startups, which usually rely on creativity and innovation in the primary stages of
organizational life, are known for having fun, relaxed and horizontally structured environments.
In my previous workplace (a sustainable agriculture startup), the company shared its office space
with 20 other startups; the building had swings inside the offices and common eating areas. All
of this led to happy people working in the same building and spreading their happiness among
each other. Hence, whenever we needed to get “our creative juices flowing” we could go for a
swing, or have ten minutes of "social time" with other creative people.

Personality Traits

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Finally, a factor affecting creativity that cannot be ignored is people’s personality and culture.
Some people are more creative than others and are naturally “innovation catalysts” – individuals
leading and promoting innovative processes – in a specific context. It is important to note,
however, that although some people might be naturally more creative than others, this is relative
and tends to depend on context.

For example, when in a setting where no one else takes the creativity lead, I might be perceived
as a creative person and as having a creative “personality”. However, in the opposite setting I can
feel/be perceived as though I am lacking creativity. Thus, it is crucial to be aware of cultural and
personality differences that might affect, not only creativity, but also teamwork in general.

Putting the Pieces Together...

In conclusion, creativity as a central part of team productivity and evolution is enabled (or
hindered) by motivation, leadership, positivity and culture. Moreover, we can draw interrelation
between these factors. They do not independently affect creativity, but do so together.

By fostering positivity at the workplace an enabling form of leadership in the team will facilitate
creativity by motivating people to wanting to be creative and show off their creative personality.

Share your story: What is your experience with working in (un)creative environments? What
factors affected the team's or organization's creative thinking?

1.7. Gathering information about creative work techniques, materials and

equipment

To gather information about creative work techniques, materials, and equipment, you can follow
these steps:

1. Research online: Use search engines, forums, and websites related to your specific creative
work to gather information about different techniques, materials, and equipment. Look for
tutorials, articles, and videos that provide detailed explanations and demonstrations.

2. Attend workshops or classes: Consider attending workshops or classes related to your creative
work. These can be valuable opportunities to learn from experts in the field and gain hands-on
experience with different techniques, materials, and equipment.

3. Join online communities or forums: Participate in online communities or forums where people
who share your creative interests gather. Engage in discussions, ask questions, and seek advice
from experienced individuals who can provide insights into various techniques, materials, and
equipment.

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4. Network with other creatives: Connect with other individuals who are involved in similar
creative work. Attend networking events, join professional organizations, or reach out to people
through social media platforms. By networking with others, you can exchange knowledge and
learn about different techniques, materials, and equipment they have used.

5. Experiment and explore: Set aside time for experimentation and exploration in your creative
work. Try out different techniques, materials, and equipment to see how they affect your
projects. Keep a record of your findings, noting what works well and what doesn't, so you can
refer back to it in the future.

6. Consult experts or professionals: If you have specific questions or need guidance on particular
techniques, materials, or equipment, consider consulting experts or professionals in the field.
They can provide specialized knowledge and offer recommendations based on their experience.

By actively seeking information and staying curious about different techniques, materials, and
equipment, you can continuously expand your knowledge and enhance your creative work.

Self-check 1
Part I Matching
Column A Column B
1.the pyramid taught that creation A creative work
occurred in 4004 BC
2.ability to produce work original B. Smyth concluded

3.major modern creation movements, C. John Ambrose Flemming

4.The American Scientific D. Creativity
Affiliation (ASA)
5. the fathers of modern electronics E. from the early 1900s'
and is most known for developing the
first workable electronic vacuum
tube.

6.technique of generate alternatives F. Edwin Hubble

7.observed distant galaxies using an G. Extraction

extremely powerful telescope

8.manifestation of creative effort H. formally founded in 1941

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Part II multiple choice

1. Mechanics of extract idea

A. Define the objective.
B. Identify one or more ideas relevant to such objective.
C. For each of those ideas, extract a broader concept by asking:
D. See how each concept can trigger further alternatives by asking: “how else can this be
achieved
E. All answer
2. WHICH is false about creative brief
A. document that serves as a guide for marketing
B. Advertising campaigns
C. Diminish creative team communication
D. It acts as a project's blueprint or roadmap for creative teams.
3. Creative work evaluate is determine by
A. set of objects
B. set of users
C. set of values
D. All answer

Part III Short answer

1. How extract concepts

2. How To Deal With Negative People at Work
3. How To Write SMART Goals
4. How to set goals for yourself

Part IV Long answer

1. Discus Historical and contemporary information relevant to creative work

2. How Information is evaluated for its application to specific creative work briefs.
3. discus factors influence in creative work
4. How Key ideas and concepts are extracted and evaluated.
5. Why required when design reference to relevant reference material and appropriate
people

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 Unit Two Refining and communicate ideas
This unit is developed to provide you the necessary information regarding the following content
coverage and topics:
 Refine ideas through experimentation
 Discuses with key people
 Communicate and discussing ideas
 Consider the context for the communication
 Access the capabilities of techniques, materials and equipment
 Select approaches that best suit the purpose of creative work
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to
 Refine ideas through experimentation
 Understand key people for creative work
 Communicating and discussing ideas
 Describe context for the communication
 Access the capabilities of techniques, materials and equipment
 Select approaches that best suit the purpose of creative work

2.1 Refining ideas through experimentation

2.1.1. What does it mean to refine or develop an idea

Before we delve into the practicalities of how to develop an idea, it’s important to understand
what that actually is.

There are, of course, many kinds of ideas, so there isn’t a single correct answer to that question.
However, if we generalize, we can come up with a practical definition that should help you
understand the topic better.

An idea, by definition, is a thought or a suggestion for a course of action. So, a raw idea that
someone has just come up with, can be thought of as a theory, or a hypothesis based on that
person’s perceptions and opinions. At this stage, ideas are typically, but not always, very high
level.

A raw idea is a theory or a hypothesis based on opinions and perceptions, a refined idea is a
fledged out concept or concrete plan that can actually be implemented.

A refined, or fully develop idea, on the other hand, is a fully fledged out concept, or a concrete
plan that can actually be implemented. The last part of that sentence is the key here: an idea is
just a theory until it has been refined into something that could actually be implemented.
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Now, while this definition certainly makes our lives easier, there still isn’t a clear-cut, black and
white line between a raw and a refined idea.

For some super simple incremental ideas, there clearly isn’t a need for any kind of a plan. For
more complex ideas, such as almost all product and business ideas, no matter how long you plan,
you will never have all the answers with 100% certainty before you start to build the product or
business.

Thus, what you will have to figure out for yourself is where to draw that line, but even more
importantly, how do you plan to get there. Which nicely brings us back to our original question

Refining ideas through experimentation I have been exploring how experimenters* work in and
with product teams. Towards that end, my last post sought to demystify Scrum, especially its
three pillars of transparency, inspection, and adaptation and covered how experimenters can
align their processes with Scrum events and artifacts. This post will cover ways product owners
can use experimentation to refine product backlog.

A product owner essentially creates a roadmap for a product with the aim of delivering value to
customers. This roadmap known as the product backlog is a prioritized list of items that when
developed is expected to deliver that value to customers. If done right, this is a deeply customer
centric process where insights and feedback from customers are mined at every step of the way.
The aim is to identify customer pain points and the solution(s) that would solve that pain point.

Given the time and resource constraints that most product teams function under, how then do
they decide this priority? This is where experimentation is an extremely essential tool in the
product owners tool kit! Experiments or randomized control trials or A/B tests are deemed to the
gold standard in causal inference with high quality of evidence and low levels of bias.

Experimentation helps the product owner with the following:

Prioritize backlog items

Experiments are a great way to seize the opportunity of different ideas before expending any
valuable development resources. For example, a subscription business wants to improve
customer retention and through user research found that new users have difficulties in figuring
out how to use the product. The team needs to decide between two potential solutions —
onboarding wizard and weekly webinars. Both require very different levels of effort but how do
we make the best decision?

Experimentation to the rescue! In this case, new users can be divided into two groups — one that
sees a very basic onboarding wizard and the second group that doesn’t see the wizard but instead
receives communication about attending weekly…
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2.1.2. How to refine or develop an idea?
Refining a design idea

Refinement does not involve major changes, but is about making small changes which improve
the idea in some way.

This might be done by:

Varying a technique - eg producing a graphic design using software to achieve a more

professional look

Producing a jewellery or textile design using different materials

Modifying an idea so that it functions more effectively or looks more aesthetically pleasing.

Changing a particular part of a design - eg changing a handle on a product so that it can be

picked up more effectively.

Enhancing the idea by experimenting with materials that give a better finish.

Alterating one visual aspect - eg changing the type of repeat pattern in a textile design, or
changing the scale of an element to make a design look more interesting.

Fine-tuning a design through small changes - eg making a chair design balance more effectively.

Changing the position of particular elements - eg rearranging windows in an architectural model

to improve the use of natural light in the building.

This design for a headpiece has been refined through enhancing pattern and texture

When you are refining your idea, do not lose sight of your design brief. Consider how you might
make refinements which ensure that the design:

Reflects the intended style and interprets the source of inspiration effectively

Now that we know where we’re starting from, and where we should end up, it’s much easier to
plot a course between the two.

Having said that, there are two parts to this question: the process, and the tools.

Let’s first break down the process to understand the big picture, and then dive in to cover some
of the tools we can use to carry the process out.

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2.1.3. The process of developing the idea
As mentioned, different kinds of ideas are going to need different kinds of input. As an example,
a technology focused idea will likely need input for validating the technical feasibility and
architecture whereas a business focused idea will likely need input for market validation.

With that background, it should hopefully be quite evident why the actual steps in the process of
developing both ideas should be very different.

Figure 2 process of idea development

Regardless, if we take a step back and look at the big picture, we can see that there are many
commonalities in that process. At a high-level, these common steps are:

Get feedback and evaluate the idea. Preferably from diverse points of view and people who
can look at the idea objectively and critically. The purpose here is primarily to serve as a reality
check and point out obvious issues in the idea and the assumptions it relies on. However, when
there are more ideas than resources for implementing them, which is usually the case, you need
to choose which ones to refine and work on, and which ones to put on hold. That’s where idea
evaluation comes into play.

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Refine the idea into something more practical based on the feedback. In most cases, this is
something like a project plan, a business case, or a product concept. At first, these are often at a
very high-level, but as the idea gets more and more refined, so does the level of practicality here.

Test assumptions in the real world to remove uncertainty. For most ideas, this is a crucial but
often neglected step. Every idea comes with assumptions built-in, such as “we can build this”
and “people will buy this”. While some are more important than others, it is important to figure
out what your assumptions are, and then eliminate the biggest and most obvious ones.

Rinse and repeat. For simple ideas, it might be enough to go through the above steps once and
then be done with it, but for more complex ideas, that just isn’t feasible. You will need to go
through the process multiple times, with each iteration gradually refining the idea into something
that is useful and practical.

2.1.3. Functions effectively for the purpose intended

can be produced or constructed using the available materials and techniques

will appeal to the target market or audience

The purpose of refining an idea is a to turn it into a practical plan or concept and eliminate some
of the uncertainty related to that.

To summarize, the purpose of the process is to:

refine the idea into a more practical plan or concept

eliminate uncertainty from the plan or concept by testing it

In theory, the more tangible and detailed the plan, and the less question marks it has, the
better. However, if you try to refine the idea to perfection, you will never get to implement
any of them.

So, in practice, you should seek to make the idea clear and cohesive enough, have some kind
of a plan for implementing it, and not have way too much uncertainty – whatever those mean
for the kind of ideas you are working on.

Regardless of the exact steps in your process, it’s important to keep track of the ideas within
it, and the results from implementing them, systematically. This helps in communication and
transfer of knowledge, which again helps people in your organization come up with more, and
better, ideas. What’s more, when you have that information, it can also be used to improve the
process itself.

Best practices
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Before we wrap up, let’s do a quick recap and cover the key best practices when it comes to
refining and developing your raw ideas into tangible plans and concepts.

We want to keep this article as concise as possible, so this will be a rapid-fire list with links to
resources where you can learn more about the specifics.

Make sure to understand, communicate, and clearly articulate the difference between a raw
and a refined idea – this is key to getting the results you want.

First, do a quick sanity check. Could this have the potential to be worth the effort? Don’t be
overly critical at this point.

Try to understand the real why behind the idea – great ideas often look horrible at first,
until you really take a closer look. There are two common reasons:

The proposed solution might honestly be terrible, but the problem or opportunity super
important!

Truly novel ideas can sound weird or completely unrealistic at first. Just look at the story of
Airbnb, SpaceX, Tesla, or many of the other big breakthrough innovations we all know of.

Take it step by step, don’t try to create a perfect, completely flawless idea with a detailed
plan right away

…instead, get to the real world as quickly as possible to validate assumptions that help to
truly refine the idea

…and remember that it’s an iterative process. You usually need at least a few iterations to
make any non-trivial idea into a great one.

Remember, a refined idea is always actionable, and should have very clear next steps.

As a leader, set constraints and guide the big picture. This helps spur creativity and adds
focus, both of which are crucial for refining ideas, while still allowing your employees the
room to actually innovate.

As a leader, don’t be too detailed and don’t think you have all the answers. You likely
don’t, as that’s the whole point of refining ideas to begin with. And even if you did have all
the answers, the innovators in your team likely won’t be happy to work with a micromanaging
boss as they’re usually problem solvers by heart and really hate to work from a specification
that doesn’t leave room for creativity.

2.2. Discussing with key people

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When discussing with key people about refining a creativity idea, it is important to have a
structured and open conversation that encourages collaboration and diverse perspectives. Here
are some steps to consider:

1. Define the objective: Clearly articulate the purpose and goal of refining the creativity idea.
This will help ensure everyone is on the same page and working towards a common outcome.

2. Identify the key people: Determine who the key stakeholders are for this idea. These
individuals should have relevant expertise, experience, or a vested interest in the project's
success.

3. Create a safe and open environment: Foster an atmosphere where everyone feels comfortable
sharing their thoughts and ideas. Emphasize that all input is valuable and encourage active
participation from each person involved.

4. Present the initial idea: Start by presenting the creativity idea in its current form. Provide
background information, context, and any supporting materials to help others understand the
concept.

5. Encourage feedback: Invite each participant to share their thoughts, suggestions, and concerns
about the idea. Encourage constructive criticism and ask probing questions to delve deeper into
their perspectives.

6. Facilitate a discussion: Lead a discussion that allows for an exchange of ideas among the key
people. Encourage them to build upon each other's suggestions and explore different
possibilities.

7. Prioritize and refine: Identify the most promising aspects of the creativity idea and discuss
how they can be further developed or improved upon. Consider potential challenges, feasibility,
and alignment with the overall objectives.

8. Document the refinements: Take notes during the discussion to capture all the ideas,
suggestions, and agreements made. This will serve as a reference for future discussions and help
track progress.

9. Assign responsibilities: Determine who will be responsible for implementing each refinement
or task identified during the discussion. Clearly define roles and set deadlines to ensure
accountability.0. Follow up: Schedule follow-up meetings or check-ins to review progress,
address any obstacles, and continue refining the creativity idea. Regular communication and
collaboration will help ensure the idea evolves effectively.

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Remember, the goal of refining a creativity idea is to enhance its value and potential impact. By
involving stronger and more innovative solution.

2.3. Communicating and discussing ideas

2.3.1. How do you communicate your ideas and opinions clearly and persuasively?
Communication is a vital skill for any professional, whether you are a manager, a team member,
or a client. But how do you communicate your ideas and opinions clearly and persuasively,
without causing misunderstandings, conflicts, or resentment? In this article, we will explore
some effective communication techniques that you can use in the workplace to improve your
relationships, productivity, and satisfaction.

Know your audience

The first step to effective communication is to know your audience. Who are you talking to, and
what are their needs, expectations, and preferences? How do they like to receive information,
and what tone and language do they respond to? By understanding your audience, you can tailor
your message to suit their style, level of knowledge, and interests. This will help you avoid
confusion, boredom, or offense, and increase your chances of getting your point across.

As a former teacher the most useful lesson that I learned regarding communication is that we
overestimate how clearly we communicate. It's natural and admirable to want to avoid over
explaining for the fear of inadvertently speaking down to your audience but this happens more
rarely than we think. When you're the bearer of knowledge it can be easy to dismiss details but if
they're necessary for the topic and may be unfamiliar to some of your audience, repeat them!
People who are indeed at an introductory level will thank you and people who have heard the
details before will benefit from multiple exposures. Take the time to anticipate your audience's
likely misconceptions and make sure to get ahead of them by addressing them clearly.

Be clear and concise

The second step to effective communication is to be clear and concise. Avoid using vague,
ambiguous, or jargon-filled words that might confuse or mislead your audience. Instead, use
simple, direct, and specific language that conveys your meaning clearly and accurately. Also,
avoid rambling, repeating, or over-explaining your points, as this might bore or annoy your
audience. Instead, use short, structured, and coherent sentences and paragraphs that highlight
your main ideas and arguments.

Listen actively

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The third step to effective communication is to listen actively. Listening is not just hearing, but
paying attention, understanding, and responding to what your audience is saying. By listening
actively, you can show respect, empathy, and interest, and also gain valuable feedback, insights,
and ideas. To listen actively, you need to avoid distractions, interruptions, or judgments, and
focus on the speaker's words, tone, and body language. You also need to ask relevant questions,
paraphrase, or summarize what you heard, and acknowledge or address any concerns or
objections.

Use nonverbal cues

The fourth step to effective communication is to use nonverbal cues. Nonverbal cues are the
signals that you send with your body, voice, and facial expressions, and they can have a powerful
impact on how your message is received and interpreted. By using nonverbal cues, you can
reinforce, complement, or contradict your verbal message, and also convey your emotions,
attitudes, and intentions. To use nonverbal cues effectively, you need to be aware of your own
and your audience's nonverbal behavior, and adjust it accordingly. For example, you can use eye
contact, gestures, posture, and tone to show confidence, interest, and respect, or avoid crossing
your arms, frowning, or raising your voice to prevent hostility, defensiveness, or aggression.

Give and receive feedback

The fifth step to effective communication is to give and receive feedback. Feedback is the
information that you exchange with your audience about the quality, effectiveness, and outcome
of your communication. By giving and receiving feedback, you can improve your
communication skills, learn from your mistakes, and celebrate your successes. To give and
receive feedback effectively, you need to be constructive, specific, and timely. You also need to
be open, honest, and respectful, and avoid criticism, blame, or defensiveness.

Adapt and improve

The sixth and final step to effective communication is to adapt and improve. Communication is
not a one-time event, but an ongoing process that requires constant evaluation, adjustment, and

improvement. By adapting and improving your communication, you can respond to changing
situations, needs, and expectations, and also enhance your personal and professional growth. To
adapt and improve your communication, you need to monitor your performance, seek feedback,
learn from others, and practice new skills and techniques

2.3.2. Why Is Communicating Ideas Important?

• Communicating ideas effectively is not only important for business growth but for personal
growth as well. Below are some of the benefits of communicating ideas effectively.

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• To come up with something unique: Communicating ideas help you come up with unique
ideas. When you communicate your ideas with other team members, generally there is a
discussion. All good brains work on an idea that can lead to something worthwhile being
generated. In other words, communicating ideas with others can lead to innovation. And
innovation is how companies grow.

• Business growth: If you are a business looking for growth, you might need to convey your
ideas to investors, other companies, or maybe to the public. It is important for the growth of your
business. Whether your new business partners will like you or not, will depend on how well you
can present your ideas to them.

• Boost your confidence: It feels good when your hard work is appreciated and your talents are
recognized. In the same way. when your ideas are selected, it boosts your confidence. One idea
leads to another and so on. Now, you can freely come up with new ideas and present them.

• Promotion/ Salary Hike: If you are brimming with ideas and can communicate them well, it can
lead to some monetary benefit or can have a career impact. If your ideas are selected,
implemented, and successful, you can expect a promotion or salary hike.

2.4. Considering the context for the communication

Communication contexts include intrapersonal, interpersonal, group, public, and mass

communication. Each context has its advantages and disadvantages, and its appropriate and
inappropriate uses

Intrapersonal Communication

Have you ever listened to a speech or lecture and gotten caught up in your thoughts so that, while
the speaker continued, you were no longer listening? During a phone conversation, have you
ever been thinking about what you are going to say, or what question you might ask, instead of
listening to the other person? Finally, have you ever told yourself how you did after you wrote a
document or gave a presentation? As you “talk with yourself” you are engaged in intrapersonal
communication.

Intrapersonal communication involves one person; it is often called “self-talk.” (Wood, 1997)
Donna Vocate’s book on intrapersonal communication explains how, as we use language to
reflect on our own experiences, we talk ourselves through situations. For example, the voice
within you that tells you, “Keep on Going! I can DO IT!” when you are putting your all into
completing a five-mile race; or that says, “This report I’ve written is pretty good.” Your
intrapersonal communication can be positive or negative, and directly influences how you
perceive and react to situations and communication with others.
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What you perceive in communication with others is also influenced by your culture, native
language, and your world view. As the German philosopher Jürgen Habermas said, “Every
process of reaching understanding takes place against the background of a culturally ingrained
preunderstanding.” (Habermas, 1984)

For example, you may have certain expectations of time and punctuality. You weren’t born with
them, so where did you learn them? From those around you as you grew up. What was normal
for them became normal for you, but not everyone’s idea of normal is the same.

When your supervisor invites you to a meeting and says it will start at 7 p.m., does that mean
7:00 sharp, 7-ish, or even 7:30? In the business context, when a meeting is supposed to start at 9
a.m., is it promptly a 9 a.m.? Variations in time expectations depend on regional and national
culture as well as individual corporate cultures. In some companies, everyone may be expected
to arrive ten to fifteen minutes before the announced start time to take their seats and be ready to
commence business at 9:00 sharp. In other companies, “meeting and greeting” from about 9 to
9:05 or even 9:10 is the norm. When you are unfamiliar with the expectations for a business
event, it is always wise to err on the side of being punctual, regardless of what your internal
assumptions about time and punctuality may be.

Interpersonal Communication

The second major context within the field of communication is interpersonal communication.
Interpersonal communication normally involves two people, and can range from intimate and
very personal to formal and impersonal. You may carry on a conversation with a loved one,
sharing a serious concern. Later, at work, you may have a brief conversation about plans for the
weekend with the security guard on your way home. What’s the difference? Both scenarios
involve interpersonal communication, but are different in levels of intimacy. The first example
implies a trusting relationship established over time between two caring individuals. The second
example level implies some previous familiarity, and is really more about acknowledging each
other than any actual exchange of information, much like saying hello or goodbye.

Group Communication

Have you ever noticed how a small group of people in class sit near each other? Perhaps they are
members of the same sports program, or just friends, but no doubt they often engage in group
communication.

“Group communication is a dynamic process where a small number of people engage in a

conversation.” (McLean, 2005) Group communication is generally defined as involving three to
eight people. The larger the group, the more likely it is to break down into smaller groups.

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To take a page from marketing, does your audience have segments or any points of
convergence/divergence? We could consider factors like age, education, sex, and location to
learn more about groups and their general preferences as well as dislikes. You may find several
groups within the larger audience, such as specific areas of education, and use this knowledge to
increase your effectiveness as a business communicator.

Public Communication

In public communication, one person speaks to a group of people; the same is true of public
written communication, where one person writes a message to be read by a small or large group.
The speaker or writer may ask questions, and engage the audience in a discussion (in writing,
examples are an e-mail discussion or a point-counter-point series of letters to the editor), but the
dynamics of the conversation are distinct from group communication, where different rules
apply. In a public speaking situation, the group normally defers to the speaker. For example, the
boss speaks to everyone, and the sales team quietly listens without interruption.

This generalization is changing as norms and expectations change, and many cultures have a
tradition of “call outs” or interjections that are not to be interpreted as interruptions or
competition for the floor, but instead as affirmations. The boss may say, as part of a charged-up
motivational speech, “Do you hear me?” and the sales team is expected to call back “Yes Sir!”
The boss, as a public speaker, recognizes that intrapersonal communication (thoughts of the
individual members) or interpersonal communication (communication between team members)
may interfere with this classic public speaking dynamic of all to one, or the audience devoting all
its attention to the speaker, and incorporate attention getting and engagement strategies to keep
the sales team focused on the message.

Mass Communication

How do you tell everyone on campus where and when all the classes are held? Would a speech
from the front steps work? Perhaps it might meet the need if your school is a very small one. A
written schedule that lists all classes would be a better alternative. How do you let everyone
know there is a sale on in your store, or that your new product will meet their needs, or that your
position on a political issue is the same as your constituents? You send a message to as many
people as you can through mass communication. Does everyone receive mass communication
the same way the might receive a personal phone call? Not likely. Some people who receive
mass mailings assume that they are “junk mail” (i.e., that they do not meet the recipients’ needs)
and throw them away unopened. People may tune out a television advertisement with a click of
the mute button, delete tweets or ignore friend requests on Facebook by the hundreds, or send all
unsolicited e-mail straight to the spam folder unread.

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Mass media is a powerful force in modern society and our daily lives, and is adapting rapidly to
new technologies. Mass communication involves sending a single message to a group. It allows
us to communicate our message to a large number of people, but we are limited in our ability to
tailor our message to specific audiences, groups, or individuals. As a business communicator,
you can use multimedia as a visual aid or reference common programs, films, or other images
that your audience finds familiar yet engaging. You can tweet a picture that is worth far more
than 140 characters, and you are just as likely to elicit a significant response. By choosing
messages or references that many audience members will recognize or can identify with, you can
develop common ground and increase the appeal of your message.

2.5. Accessing the capabilities of techniques, materials and equipment

Accessing the capabilities of techniques, materials, and equipment involves understanding their
specific features, limitations, and potential applications. This knowledge allows individuals to
make informed decisions about which techniques, materials, and equipment to use for a
particular task or project. Here are some steps to access these capabilities:

1. Research: Start by researching the various techniques, materials, and equipment available in
your field or industry. This can be done through online resources, industry publications, trade
shows, or by consulting with experts in the field.

2. Understand specifications: Once you have identified specific techniques, materials, or

equipment, gather detailed information about their specifications. This includes factors such as
size, weight, power requirements, operating conditions, and any special considerations or
limitations.

3. Evaluate performance: Assess the performance capabilities of the techniques, materials, or

equipment you are considering. This may involve reviewing technical specifications, reading
user reviews, or conducting tests or trials to determine their effectiveness in meeting your
requirements.

4. Consider compatibility: Determine if the techniques, materials, or equipment are compatible

with your existing processes, systems, or infrastructure. Compatibility may include factors such
as software integration, interoperability, or the need for additional modifications or adaptations.

5. Seek expert advice: If you are unsure about the capabilities of certain techniques, materials, or
equipment, seek advice from experts in the field. This could be professionals from relevant
industries, consultants, or suppliers who specialize in the specific technology or equipment you
are considering.

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6. Cost analysis: Evaluate the cost implications of using different techniques, materials, or
equipment. Consider not only the initial purchase cost but also ongoing maintenance, training
requirements, and potential productivity gains or cost savings that may result from their use.

7. Safety considerations: Ensure that the chosen techniques, materials, or equipment meet safety
standards and regulations. Evaluate any potential risks or hazards associated with their use and
implement appropriate safety measures.

8. Training and support: Determine the availability of training and support resources for the
chosen techniques, materials, or equipment. This may include training programs, user manuals,
technical support, or warranty services.

By following these steps, individuals can access and leverage the capabilities of various
techniques, materials, and equipment to enhance their work processes, improve productivity, and
achieve desired outcomes.2.6 Selecting approaches that best suit the purpose of creative work

With this in mind, it’s becoming even more important that we are cognizant of this fact and that
we actively engage and seek out practices in our life that can help boost our creativity. We’ll be
touching on some later..

2.6. Selecting approaches that best suit the purpose of creative work

Why is there a Need to be Creative?

The need for creativity is not only important for yourself but important for the world as well.

Creativity and Innovation

Creativity and innovation often go hand-in-hand. You often need to be creative in order to be
innovative.

Creativity can help boost your life in terms of the relationships you foster, the businesses you are
a part of, and the way you look at education.

If you can use your creative energy to create an innovative product or introduce an innovative
new system into a business, you can positively affect those around you.

Looking specifically at creative individuals who were able to make innovative products such as
the ones mentioned in the beginning. Their sole contributions to society have been able to
positively affect the quality of life for so many people.

10 REASONS WHY CREATIVITY IS IMPORTANT

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Creativity is a vital skill that is important in all aspects of life. Whether you are an artist, a
business person, or a parent, creativity allows you to approach problems and challenges with a
fresh perspective and find innovative solutions. It helps you think outside the box, communicate
better, stand out, adapt to change, and build relationships and connections. In addition, creativity
has been linked to improved physical and mental health, as well as to increased happiness and
well-being. So if you want to succeed and thrive in all aspects of life, it is important to cultivate
your creativity and make it an integral part of your daily routine.

1. CREATIVITY HELPS YOU SOLVE PROBLEMS MORE EFFECTIVELY

Creativity is a valuable tool that can help you solve problems more effectively and efficient.
When you are faced with a problem, it is easy to get stuck in the same patterns of thinking and to
come up with the same types of solutions. However, creativity helps you break out of these
patterns and come up with new and original ideas that can help you find a better solution.

2. CREATIVITY HELPS YOU THINK OUTSIDE THE BOX.

Creativity allows you to look at problems and challenges from different angles and to come up
with solutions that may not be immediately obvious. This ability to think outside the box is
essential in today's fast-paced, rapidly changing world.

3. CREATIVITY HELPS YOU COMMUNICATE BETTER.

Creativity is not just about coming up with new ideas, it is also about communicating those ideas
effectively to others. Whether you are giving a presentation, writing a report, or simply having a
conversation, the ability to communicate your ideas in a clear and engaging way is crucial.

4. CREATIVITY HELPS YOU REDUCE STRESS AND FIND RELAXATION.

In today's fast-paced world, it is easy to get overwhelmed and stressed out. However, engaging
in creative activities can be a great way to relax and de-stress. Whether you are sculpting,
painting, drawing, or simply doodling, the act of creating something can help you clear your
mind and find a sense of calm. Creativity can also be a great way to express emotions and cope
with difficult feelings, helping you to feel more balanced and centered. So the next time you are
feeling stressed, try engaging in a creative activity as a way to find relaxation and reduce stress.

5. CREATIVITY HELPS YOU ADAPT TO CHANGE.

Change is a constant in life, and the ability to adapt and come up with creative solutions is
essential for success. Whether you are faced with a personal challenge or a professional one,
creativity can help you find a way forward.

6. CREATIVITY CAN MAKE YOU MORE PRODUCTIVE.

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Many people believe that creativity and productivity are at odds with each other, but in fact, the
opposite is often true. When you are able to approach tasks and challenges with a creative
mindset, you are more likely to stay engaged and focused, leading to increased productivity.
Creativity can also help you find more efficient and effective ways of doing things, allowing you
to get more done in less time. So if you want to increase your productivity, try incorporating
some creativity into your work and see how it can make a difference.

7. CREATIVITY HELPS YOU LEARN AND GROW.

Creativity allows you to approach learning in a different way and to come up with creative
solutions to problems. This can help you learn and grow both personally and professionally.
Creativity can also help you develop new skills and expand your knowledge, as it requires you to
think outside the box and explore new ideas. For example, if you are working on a professional
project, creativity can help you find new and innovative ways to tackle challenges and achieve
your goals. In short, creativity is an essential tool for learning and growth, and can help you
reach your full potential.

8. CREATIVITY HELPS YOU BUILD RELATIONSHIPS AND CONNECTIONS.

Creativity allows you to connect with others in a meaningful way and to build strong, lasting
relationships. Whether you are working on a team project or simply having a conversation with a
friend, the ability to be creative and think outside the box can help you build deeper connections
with others.

9. CREATIVITY HELPS YOU FIND PURPOSE AND MEANING.

When you are able to approach life with a creative mindset, you are more likely to find purpose
and meaning in what you do. Whether you are working on a creative project or simply finding
new and interesting ways to engage with the world around you, creativity can help you find a
sense of purpose and fulfillment.

10. CREATIVITY CAN HELP YOU LIVE A LONGER, HEALTHIER LIFE.

Studies have shown that engaging in creative activities can have a positive impact on both
physical and mental health. Creativity has been linked to a reduced risk of depression, anxiety,
and other mental health issues, as well as to improved cognitive function and a reduced risk of
cognitive decline. Creativity has also been linked to increased feelings of happiness, well-being,
and life satisfaction, which can contribute to a longer, healthier life. So if you want to live a
longer, healthier life, make sure to incorporate some creativity into your daily routine.

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In conclusion, creativity is an essential skill that is important in all aspects of life. Whether you
are solving problems, communicating with others, or simply looking for ways to make a
difference, creativity is a valuable tool that can help you succeed and thrive.

2.7. Following safety procedures for particular techniques

2.7.1. Introduction Safety

By doing things right, you and your co-workers will commit yourselves to safety on the job and
everyone will benefit. Accidents occur in many ways but most often can be traced back to one of
two basic factors: ignorance or carelessness. You must always be concerned with your own
safety and with the safety of others around you.

The following is a general list of safety precautions you must observe in any work area:

Don’t fool around. “Horseplay” is one of the biggest causes of injuries on the job and it may be
grounds for dismissal.

Never work while under the influence of drugs or alcohol, as you are a hazard to yourself and
your co-workers.

Pay particular attention to moving objects, such as equipment, dollies, mixers, and slicers.

Walk; do not run, in the work areas.

Stay completely alert on the job.

Avoid back strain by lifting properly.

Some ways you can work to stay safe on the job.

Be Aware

Always be alert to what’s happening in your surroundings; remember that your safety is your
responsibility. Understand the particular hazards related to your job or workplace, and keep clear
of potentially hazardous areas or situations. Be awake and attentive on the job, and be
particularly aware of machinery. Avoid going to work under the influence of alcohol or drugs,
which can compromise your concentration, coordination, judgment, motor control and alertness.

Maintain Correct Posture

Use correct posture to protect your back while at work. If you sit at a desk, keep your shoulders
and hips in line and avoid hunching over. Use correct form when lifting objects and avoid
twisting and stooping.

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The following tips provide information about lifting correctly:

Use both hands to lift or carry a heavy object.

Adopt a proper lifting stance by putting the strain on your legs, keeping your back straight and
not bending at the waist.

Wear a back brace for heavy work.

Test the weight before picking up the item.

Lift items smoothly and slowly.

Move your feet instead of your back when traveling or turning with a heavy object.

Hold the load close to your body.

Ask for help to move loads that are too heavy for you.

Take Breaks Regularly

Feeling tired and burned out makes you less likely to be aware of your surroundings and is a
common cause of workplace injuries. Regular breaks help you stay fresh and alert on the job. It
is particularly important to take short breaks when you have a task that requires repetitive
movements over a long period of time.

Use Equipment Properly

Always take the proper precautions when operating machinery or using tools. Taking shortcuts is
a leading cause of workplace injuries. Use the appropriate tool for the job, and use it in the right
way. When using tools and machinery, put safety first with the following tips:

Only use machinery you are trained and authorized to use.

Keep tools clean and in good working order.

Organize tools and always return them to their proper place.

Make sure the machine operator sees you, don’t approach from a blind spot or from behind.

Only perform tasks you have been properly trained to perform.

Never leave machinery unattended while it is running.

Always obey operating instructions.

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Never remove or tamper with safety guards.

If something seems wrong, immediately stop the machine and get assistance.

Communicate with those around you.

Never walk in front of heavy equipment.

Read and follow all labels and instructions.

Don’t tamper with hazardous items, including cords, switches and electric controls.

Wear appropriate and compact clothing; loose, billowing clothing and accessories can easily get
caught in moving parts.

Never place fingers or other objects into moving machinery.

Turn off equipment before moving, cleaning, adjusting, oiling or un-jamming.

Locate Emergency Exits

Always know where emergency exits are located and keep the path to them clear. You should
also have clear access to emergency shutoffs on machinery.

Report Safety Concerns

If you notice a potential safety hazard or risk, report it to your supervisor immediately so they
can address the situation. Keep communication lines open and work as a team to create a safe
working environment.

Practice Effective Housekeeping

Maintain a clean and organized workplace environment. Make housekeeping an ongoing project
that everyone is involved in and keep these tips in mind:

Prevent trips, slips and falls by keeping all floors clean and dry.

Eliminate fire hazards by removing combustible materials and storing flammable materials away
from sources of ignition.

Control dust accumulation.

Avoid tracking materials and cross contamination by keeping mats clean and having separate
cleaning protocols for different areas.

Use appropriate procedures to prevent falling objects.

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Keep the workplace clutter free.

Store all materials and equipment properly.

Regularly inspect tools and personal protective equipment to make sure they are in good working
order.

Make Use of Mechanical Aids

Take the extra time to obtain a wheelbarrow, crank, conveyor belt, forklift or other mechanical
aid to assist you in lifting heavy objects. Attempting to lift something that is too heavy can cause
injuries that could have been avoided.

Reduce Workplace Stress

Stress can contribute to difficulty concentrating and depression, which make it hard to be alert at
work. There are many causes of stress at work including conflicts with others, heavy workloads,
long hours and job insecurity. If you are experiencing workplace stress, talk to your supervisor
about ways to address your concerns.

Use Appropriate Safety Equipment

It is important to use the proper safety equipment for a task to help protect yourself from injury:

Wear appropriate clothing and shoes for your job.

Know the location of fire extinguishers and first aid kits.

Use a hard hat if there is a risk of falling objects.

Wear gloves when handling toxic substances or sharp objects.

Wear goggles when there is a hazard to your eyes.

Use safety harnesses if there is a danger of falling.

Wear non-skid shoes when working on slippery surfaces or lifting heavy objects.

Wear a breathing mask.

Use all protective equipment intended for your task including seat belts, protective headgear or
clothing and safety glasses.

Creating an environment that is safe is the responsibility of everyone; do your part by following
safety guidelines and policies. If you are injured on the job, notify your supervisor immediately

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and get assistance. Avoid taking risks when it comes to safety, be aware and do your part to
maintain a safe workplace environment. If you’ve been injured on the job, call to schedule an
appointment to see how our team of specialists can help to get you feeling better and back to
work!

Figure 3 body position

Of course, if you do have to lift something, always size up the load, keep your back straight, and
lift with your legs. And, if you ever need to lift something you think might be heavy, take a few

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extra seconds to find a partner or mechanical device that can help you. Whether it’s a forklift,
dolly, lift assist, or your office neighbor Dave, your back is worth those extra few seconds.

2.7.3. The Importance of Effective Safety Communications

Good communication is essential to ensure that employees understand the safety requirements
they must abide by in the workplace. This will help to build a safety culture where people speak
up about potential hazards and understand the role that they have in keeping themselves and their
colleagues safe.

Ensuring that you get employees’ attention can be challenging in the modern workplace: there
are so many competing sources of information these days that people don’t have time to pay
attention to everything. If you send all your safety messages by email or put them on the intranet,
there’s a very high likelihood your employees will miss them

2.7.4. Workers Health and Safety in the Apparel Industry

The apparel industry is a labor-intensive industry. In an existing garment factory or in a new set-
up workers’ health and safety must be considered in the first place. Workers are the main
resources that keep the machine running in a factory, and making the desired products. In an
unhealthy workplace, workers could not work for a long time. All companies must follow health
and safety policies.

In a garment unit, you need to take care of the following points at the factory level.

• First aid box

• Maintain accident resister

• Fire extinguishers with marked area

• Emergency lights on the floor and in the path to the exit

• Fire alarm

• Exit signs

• Exit doors should be kept open while the factory is working

• Yellow lines on the shop floor to demarcate a pedestrian pathway and space for machines

• Factory layout and evacuation plans

• No obstruction in the aisles on the shop floor

• No cables left loose or visibly hanging

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• Enough light to the shop floor

• Broken needle record policy

• Canteen for workers

• Enough toilets for workers and members of staff

• Safety measures followed at every workstation

• Adequate pure drinking water supply

• Encourage workers to use safety masks where needed

• Voluntary overtime work

2.7.5. Department wise safety measures:

Following are few examples of work safety that must be followed in the shop floor.

Fabric Store

Don’t keep fabric roll on the floor. Store fabrics on the racks or on pallets

Keep enough space for walking and fabric and other item movement

Must have air ventilation and enough light.

Cutting Section

Wear metal hand gloves while operating cutting machine

Don’t use loose wire. All power supply must be covered

Wear mask

Stitching floor

Use Needle guard while operating on a sewing machine

Keep walking space free of obstacle

Wear mask in the sewing floor

Keep enough space at each sewing workstation for operator movement

Provide height-adjustable chair to workers

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Enough light

Finishing section

Wear a mask while working on a chemical process

Keep steam pipelines insulated

Self-check 2
Part I matching
A B
1 one person speaks to a group of people A Group communication
2 Self-talk. B public communication
3 Communicate two people, C Mass communication
4 a small number of people engage in a D Interpersonal communication
conversation
5 Sending a single message to a group E Intrapersonal communication
Part II Short answer
1. Describe Technic Refining a design idea
2. Write Purpose of refining an idea
3. Why need creative work
4. Write Safety procedures are followed for particular techniques, materials and equipment.

Unit 3 Planning and producing creative work

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This unit is developed to provide you the necessary information regarding the following content
coverage and topics:

 Identify work processes and resource requirements

 Organize resources required for the production of creative work
 Use and adapting resources safely to realize idea
 Resolve proficiency is shown with chosen techniques and technical problems
 Take responsibility for the safe and sustainable use of resources
 Create a record of the work that shows the process of development
 Produce and discussing preliminary design
 Finalize creative work and incorporating feedback on work in progress
 Prepare creative work design for the presentation context
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to

 Describe work processes and resource requirements

 Understand resources required for the production of creative work
 Use and adapting resources safely to realize idea
 Resolve proficiency is shown with chosen techniques and technical problems
 know responsibility for the safe and sustainable use of resources
 perform a record of the work that shows the process of development
 Produce and discussing preliminary design
 Finalize creative work and incorporating feedback on work in progress
 Preparing creative work design for the presentation context

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3.1. Identifying work processes and resource requirements

3.1.1 What is a work process?

A work process is any method that employees use to create value for the company. Companies
often create company or industry-specific work processes to accomplish tasks. For example, a
manufacturing company might create a specific work process for producing its clothing line,
while a marketing company might create a work process for establishing a new social media ad
campaign. You can include almost anything employees do to create value and complete projects
in the definition of a work process

3.1.2. Types of work processes

There are three types of work processes to consider:

1. High-level work processes

High-level work processes are any actions or procedures that exist at the most basic level of
understanding for employees. These processes are simplistic and accessible and help with the
completion of basic or minor tasks and projects. The work process depends on a simple formula
of a single input and a single output. For example, an employee submits a project approval form,
the manager approves it and the project begins. The submittal is the input, while the approval is
the process output. High-level work processes can work best with simple projects, though they
are a crucial component for more complex projects as well.

2. Intermediate-level work processes

The intermediate-level work processes contain more detail than high-level processes. They
typically include any communications or collaborations between departments and describe some
details about significant decisions in the work process. For example, if the marketing and
accounting team are working together to create a marketing budget, an intermediate-level work
process helps organize and describe the tasks to complete that budget, who handles which parts
of the project and what decisions each department makes about the budget. Intermediate work
processes are typically best for projects with minor complexities or that depend on collaborative
efforts.

3. Detailed-level work processes

Detailed-level work processes include the highest amount of detail. A detailed work process
typically comprises the following information about a project or task:

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• Step ownership: This describes which of the project's team members are responsible for the
ownership of each step in the process.

• Step transitions: This explains where transitions occur during the process, including who
initiates a transition phase between project steps.

• Communication: This describes how the team communicates about project details and steps.

• Supporting information: This includes information on tools, documents, procedures or

necessary forms for each step to occur.

• Decision points: This details the place in each step where team members or stakeholders make
important decisions.

3.1.3. How to optimize work processes for your team

Optimizing work processes can help with team productivity and efficiency. Here are some steps
you can take to optimize work processes:

1. Ask and answer questions

As you form new work processes or optimize old ones, it's important to ask questions to
encourage communication and collaboration. You can also offer answers to previous questions
as you progress, closing conversations and addressing any issues that work processes might
cause. Encourage the team to answer questions about processes they feel aren't optimal or might
need significant change. Explore any specific challenges with previous processes, like slow
points or obstacles created by a lack of tools, resources or organization. Offer each team member
an opportunity to speak on their personal experience with company processes.

2. Use visual tools to build new processes

Visual tools can be excellent resources when you're optimizing work processes because they help
provide context for written or verbal information. Consider creating a flowchart for each project
to show how each step progresses, who is responsible for each task and what tools or steps are
necessary to complete the project. You can use productivity software to create graphs, charts or
other visuals that may help everyone better understand project transitions. Sometimes, it's easier
to understand progression when you can see it instead of reading about each step. Visual
mediums can also create opportunities to ask and answer questions.

3. Reduce project volume

Sometimes, the best thing to do for a work process or project is to simplify it and reduce the
volume of work. Complex projects often originate from high workloads or volume, so reducing
this may make things simpler. Consider breaking large, complex projects into smaller, more
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manageable projects with their own work processes. Some projects can benefit from a more
focused approach, where the team addresses one part of the project at a time. This allows the
team to focus their efforts on smaller pieces of a larger project and can help develop work
processes as the project progresses.

4. Frequently analyze your processes

Analyzing each work process before, during and after the project can help you and your team
learn where to make improvements and where you might excel. For example, a team might excel
at the brainstorming and planning phase of a project, but needs to improve in the initial phases of
the project. Frequent analysis can help with process optimization by identifying errors, obstacles
or challenges more quickly and creating more accountability among team members. Hold each
team member accountable for their role in each project and consider performing a work process
analysis whenever possible.

3.1.3. Work process in Fashion Design

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Figure 4 fashion design process

Here are the 9 steps involved in the Design Process:

Mood Board / Ideation / Inspiration

Fashion Illustration / Sketches

Technical Sketches

Tech Pack

Sourcing

Sampling

Fit & Review

Design Approval

Production

STEP 1: MOOD BOARD / IDEATION / INSPIRATION

Responsibility of the Designer

Your Designer (or you, if you’re DIY’ing) will compile a collection of inspiration into a mood
board that represents the aesthetic behind the design. In order to create a cohesive design, you
must first organize your ideas and inspiration into a mood board. Taking the time to organize
your ideas will result in a cohesive and successful final garment.

STEP 1: Collect Inspiration - Pinterest is a great way to compile your inspiration images. You
can also look at magazines, books, photos, nature, and trend platforms for inspiration. The sky is
the limit! Wherever you choose to find your inspiration, you should house it in one location -
whether that’s a board on Pinterest, a notebook, or an album on your phone.

STEP 2: Compile Ideas - Let your inspiration guide you. Jot down or quickly sketch ideas for the
design, silhouette, construction, material, and color of your garment or accessory. This is where
croquis come in really handy to quickly illustrate your ideas! You can learn more about croquis
and how they compliment the Design Process in this full tutorial.

Or check out the pre-made templates later on in this article.

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STEP 3: Create a Mood Board - Once you have your ideas and inspiration organized, you can
begin to link themes. Are there certain textures, colors, patterns etc. that seem to go together?
Organize your ideas by theme, and compile them into a mood board. You can create several
mood boards if necessary. Throw out (or save for later) anything that doesn’t fit.

Not sure what a mood board is or how to create one? Check out this process video of a mood
board I created. A mood board is a visual guide for your design. It includes a layout that
represents the aesthetic behind your garment, and inspiring pictures, colors, and textures that
represent the design of your garment.

Some guidelines for mood boards:

Your layout should reflect the aesthetic of what you’re designing.

Your inspiration should not all be fashion images! Use interior design, nature (feathers, leaves),
and other elements that represent the feeling behind your design.

Any size is fine, but give yourself room to create!

I prefer creating physical mood boards so that I can add texture and volume, but digital works
great too!

STEP 2: FASHION ILLUSTRATION / SKETCHES

Responsibility of the Designer

Your Designer will use a croqui to begin sketching out the ideas for your garment based on the
finished mood board from step 1. If you’re DIY’ing this part, don’t worry about getting it perfect
just yet, this step is all about getting your ideas from your head onto paper. Try some unique
combinations, you never know what’s going to spark those transformative design ideas!
Continue this until you’ve created a design that you love. Now that you’ve narrowed down your
final design, you (or your Designer) can draw this “final” design as a formal fashion illustration
with color and movement. If you have a specific fabric or material in mind, be sure to attach a
swatch or example of it.

STEP 3: TECHNICAL SKETCHES

Responsibility of the Technical Designer (or sometimes the Designer)

Next, the Technical Designer (or you, if you’re DIY’ing) will create a CAD of your design.
CAD, Flat Sketch, Technical Sketch, Technical Flat - are all names for the flat, technically
accurate drawings of your garment. Your Technical Sketch is the blueprint for your design, so
it’s important that the sketch reflects the correct construction of the garment.
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Want to learn more about Technical Sketches or how to create your own? I’ve got a full series on
it right here:

STEP 4: TECH PACK

Responsibility of the Technical Designer and Sourcing (Development Team)

Your Technical Sketch will then be used to create a Tech Pack for the garment. The Technical
Designer will use the silhouette and design to determine the construction details and specs. They
will work with the sourcing agent or developer to come up with fabric and trim options. Once the
details have been finalized, the Tech Pack is sent out for factory and fabric sourcing.

STEP 5: SOURCING

Responsibility of Sourcing/Developer

Once your style Tech Pack has been created, you can send it out to source the different elements
of the design. Unless you already have a factory in mind, you can look at this like the “shopping
around” phase for your design. Things that you’ll want to source are:

Manufacturing (where it’s assembled)

Trims (supplier)

Fabrics (supplier)

Labels and Packaging

In some cases, you may find a full service factory/supplier who can do all of these for you! Or
your factory may work with an agent to help you source.

Do you need help finding a factory? You can read more about sourcing here and access a full
list of resources in the Fashion Resource Directory.

STEP 6: SAMPLING

Responsibility of the Factory/Manufacturing Facility

Now that you’ve sourced your factory and materials, you can update your Tech Pack to reflect it
and send the Tech Pack to your factory for sampling. Your samples are made in a separate room
at the factory off of the production line until your garment is ready production. Your factory will
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work from your Tech Pack specs to develop an initial pattern. Depending on the fabric and trims
you’ve chosen, your factory may substitute with a close match. This is true especially if you are
developing unique trims/fabrics. The factory will go ahead with substitutes for sampling to nail
down the fit while your fabric/trims are being developed. This cuts down on development time
and may save you some cost on sampling. Note that your samples may come in with wacky
colors too! This again, is just because the factory is using what is available. Your final sample
should be 100% to spec.

STEP 7: FIT AND REVIEW

Responsibility of the Technical Designer and Development Team

When your samples come in, the Technical Designer (or you, if you’re DIY’ing) will need to
review the sample and adjust the Tech Pack as necessary. There’s quite a few steps involved in
reviewing your sample, but I’ve broken it all down for you in this post.

You will continue this cycle of [Tech Pack -> Sample -> Review -> Update Tech Pack ->
Send ] until you are happy with the final prototype. You can read more about the full sampling
process in this post.

Want to learn more about fitting and creating consistent fit for your brand? I now have a full
series, Fitting for Apparel Design , that breaks it all down for you! And if you need some tools
to help you on the way, I’ve developed the Fitting DIY Kit and Foundation Patterns Kit:

STEP 8: DESIGN APPROVAL

Responsibility of the Development Team

Now that you’ve finished up the sampling process and love your design, it’s time to approve it!
You’ll want to double check all the details and make sure your Tech Pack is 100% accurate and
updated.

Approve the design and request a TOP (Top of Production Sample) and/or PP (Pre-Production
Sample). If there are no further changes you’re ready for production!

STEP 9: PRODUCTION

Responsibility of the Factory (Manufacturer)

Your garments will be produced on the factories production line. Once the design has been
approved, you and your factory will agree on a target ship date (if you haven’t already). If

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you’ve specified it in your Tech Pack, your garments will be tagged/packaged and sent to your
distributor.

Once the garments have been received, inspected (QC), repackaged/tagged (if necessary) they
are ready to be distributed to your retailers. Need help finding factories, suppliers, packaging or
other Fashion Resources? Check out the Fashion Resource Directory :

3.1.4. Identifying resource requirements

The first step in producing a resource allocation plan is to list the resources that will be required
along with the expected level of demand. This will normally be done by considering each
activity in turn and identifying the resources required. It is likely, however, that there will also be
resources required that are not activity specific but are part of the project's infrastructure (such as
the project manager) or required to support other resources (office space, for example, might be
required to house contract software developers).

Advantage

Identifying what types of resources will be needed for a project, their quantities and time-periods
of requirement will help with budgeting appropriately for all inputs required over a projects
duration. This is an important process that will help to create a cost effective and time sensitive
project. It is useful to identify priority resources (those that are required to meet key project
deliverables) in case of a resource shortage. These priority resources will be linked to critical
points of the project which must be achieved in order for the project to run smoothly and reach
completion. If possible, budget additional funding for priority resource expenses to provide a
buffer zone for unexpected costs.

Disadvantages

There is an inherent element of uncertainty in planning resource requirements for a project,

particularly for projects running over a long period of time. It may be useful to look at the resource
requirements of similar projects to gain a better understanding of what could be needed.
Unforeseen issues may be encountered, such as loss of staff, external delays or changes to the local
context, which will generally be beyond the projects control. To overcome these issues, the project
may need to be modified which can require additional resources. Resource suppliers may not
always be dependable and it is therefore important to assess their reliability. This can be done
through speaking to local stakeholders to learn about their previous experiences.

3.1.5. Tips 10 Must-Have Resources When Running a Fashion Business

Running a fashion business is not an easy task, and one needs to engage various resources
constantly. Moreover, specific resources help companies expand their footprint in the fashion

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industry. So, here is a comprehensive list of everything a fashion brand needs in terms of
resources.

Influencers

With the ever-widening reach of social media, influencers are one of the critical resources in
today's world. Several businesses have employed influencer marketing strategies to grow their
business. One might have seen influencers on various social media platforms advertising for
various businesses. Keep in mind that the influencer who aligns with the brand will fetch the
greatest returns.

Trade Shows

Nowadays, many fashion businesses conduct trade shows where they display their products and
services to the world. These trade shows prove to be valuable to companies, as it increases their
chances of getting a new customer. Moreover, fashion brands can also use these meetings to get
quality feedback from customers on any new product that the company will launch in the market.
Therefore, every fashion business needs to conduct these meetings to make them more
accessible to the public.

Email Marketing List

This is one of the key resources that every fashion business needs to expand its reach. Email
marketing is primarily used to keep the customers informed about any new product or discounts
that the company is offering. Moreover, it is also an effective way to build a strong bond with the
customers and understand them better. This connection helps various companies make changes
in their products, which will generate better sales.

Businesses can also use this marketing list to run product campaigns. Using automated marketing
software, businesses can easily monitor the progress of such campaigns, and can also generate
personalized emails.

E-Commerce Platform

With the rise of online business, every business owner is looking for ways to set up its e-
commerce website. An e-commerce platform is a must for every fashion business as it will help
them generate sales and make their products accessible to a larger audience. The Internet is a big
market, and to run a fashion business in this vast market, everyone should open an e-commerce
platform that is easy to use and has many features.

Improved Customer Experience

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Customer retention is the primary focus of several businesses. And a good customer contact
strategy can help businesses build good relations with their existing customers. It can also help
them find new customers. With the presence of lots of options in the market, businesses need to
focus more on their customers. Moreover, using resources such as AI-powered customer service
businesses can improve customer experience.

A happy customer will also prove to be an asset for the company, as it will spread the word on
social media. Furthermore, they will also recommend the brand in their close circles.

Dedicated Network of Suppliers and Sellers

Every fashion business requires an extensive network of reliable suppliers and vendors to expand
its footprint. This is a crucial resource for any business as a robust supply chain will provide
them with increased year-on-year sales. Furthermore, having a good supplier will ensure that
your business will never be out of stock, and they can always meet the demands of their
customers.

Moreover, a steady supply of clothes will also ensure that companies can always meet client
deadlines. Therefore, fashion businesses need to have a vast network of good-quality cloth
suppliers.

Social Media

Nowadays, many fast fashion clothes are inspired by social media. So it is essential for brands to
make an online presence, and every fashion business should also try to emulate some of the
fashion trends. A lot of fashion brands have built their customer base solely from social media
marketing. Therefore, brands can use this valuable resource to create a loyal brand following.

Cross-Selling and Up-Selling Techniques

Cross-selling and up-selling are two prominent sales techniques companies can use to run a
successful business. By employing available bargaining options, companies cross-sell products
to customers, which helps build trust among customers, increasing the number of returning
customers.

Upselling is a technique employed by businesses to sell their products at a higher price to help
build customer relations. This technique is used by businesses to sell products to loyal
customers.

Advertisements

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Advertisements are used by various businesses to make themselves visible in front of the public.
Attractive and sensible advertisements can really help fashion businesses create customer
loyalty. Customer loyalty is a valuable resource that every fashion brand uses to increase its sales
and network. Brands can also use advertisements to show the goal and idea behind the company,
like sustainability veganism, in order to appeal to a larger crowd.

Search Engine Optimization

Every other fashion business in today’s world has a website and a social media page. But
merely owning a website or creating a social media page won’t generate any sales. Businesses
need to optimize their pages with help from an SEO expert to make themselves visible and create
a strong market presence.

Businesses can well use this resource to make things easier for the customers too. For instance,
customers will easily reach the website if a fashion brand’s website is optimized for every top
keyword. Thus, this benefits both customers and businesses.

Using all these resources, any fashion business can efficiently run and make considerable profits
in the market. Furthermore, these methods can quickly help businesses build a large base of
customers that can further create the company’s presence in the market.

However, to make a substantial footprint, companies need to be backed with a substantial supply
of products that can be provided by a strong B2B company like Fashinza. Fashinza overlooks the
entire production process, from design to delivery. Their partner brands only need to place the
order on the platform. Their chief offering is their platform, using which brands can place an
order, track it, receive daily production updates, communicate with manufacturers, and make
payment.

3.2. Organizing resources required for the production of creative work

3.2.1. Introduction
Resources can be simply defined as anything that’s needed to execute project tasks, including the
people executing the work. Here are some examples of resources.

Time

Raw materials

Human resources

Machinery and equipment

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Financial resources

Information and data

Accessing the capabilities of techniques, materials, and equipment involves understanding their
specific features, limitations, and potential applications. This knowledge allows individuals to
make informed decisions about which techniques, materials, and equipment to use for a
particular task or project. Here are some steps to access these capabilities:

1. Research: Start by researching the various techniques, materials, and equipment available in
your field or industry. This can be done through online resources, industry publications, trade
shows, or by consulting with experts in the field.

2. Understand specifications: Once you have identified specific techniques, materials, or

equipment, gather detailed information about their specifications. This includes factors such as
size, weight, power requirements, operating conditions, and any special considerations or
limitations.

3. Evaluate performance: Assess the performance capabilities of the techniques, materials, or

equipment you are considering. This may involve reviewing technical specifications, reading
user reviews, or conducting tests or trials to determine their effectiveness in meeting your
requirements.

4. Consider compatibility: Determine if the techniques, materials, or equipment are compatible

with your existing processes, systems, or infrastructure. Compatibility may include factors such
as software integration, interoperability, or the need for additional modifications or adaptations.

5. Seek expert advice: If you are unsure about the capabilities of certain techniques, materials, or
equipment, seek advice from experts in the field. This could be professionals from relevant
industries, consultants, or suppliers who specialize in the specific technology or equipment you
are considering.

6. Cost analysis: Evaluate the cost implications of using different techniques, materials, or
equipment. Consider not only the initial purchase cost but also ongoing maintenance, training
requirements, and potential productivity gains or cost savings that may result from their use.

7. Safety considerations: Ensure that the chosen techniques, materials, or equipment meet safety
standards and regulations. Evaluate any potential risks or hazards associated with their use and
implement appropriate safety measures.

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8. Training and support: Determine the availability of training and support resources for the
chosen techniques, materials, or equipment. This may include training programs, user manuals,
technical support, or warranty services.

By following these steps, individuals can access and leverage the capabilities of various
techniques, materials, and equipment to enhance their work processes, improve productivity, and
achieve desired outcomes.

3.2.2. Planning, Organizing, Leading, and Controlling

A manager’s primary challenge is to solve problems creatively. While drawing from a variety of
academic disciplines, and to help managers respond to the challenge of creative problem solving,
principles of management have long been categorized into the four major functions of planning,
organizing, leading, and controlling (the P-O-L-C framework). The four functions, summarized
in the P-O-L-C figure, are actually highly integrated when carried out in the day-to-day realities
of running an organization. Therefore, you should not get caught up in trying to analyze and
understand a complete, clear rationale for categorizing skills and practices that compose the
whole of the P-O-L-C framework.

It is important to note that this framework is not without criticism. Specifically, these criticisms
stem from the observation that the P-O-L-C functions might be ideal but that they do not
accurately depict the day-to-day actions of actual managers (Mintzberg, 1973; Lamond, 2004).
The typical day in the life of a manager at any level can be fragmented and hectic, with the
constant threat of having priorities dictated by the law of the trivial many and important few (i.e.,
the 80/20 rule). However, the general conclusion seems to be that the P-O-L-C functions of
management still provide a very useful way of classifying the activities managers engage in as

they attempt to achieve organizational goals (Lamond, 2004).

Planning

Planning is the function of management that involves setting objectives and determining a course
of action for achieving those objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. It also requires
that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with environmental
scanning which simply means that planners must be aware of the critical contingencies facing
their organization in terms of economic conditions, their competitors, and their customers.
Planners must then attempt to forecast future conditions. These forecasts form the basis for
planning.

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Planners must establish objectives, which are statements of what needs to be achieved and when.
Planners must then identify alternative courses of action for achieving objectives. After
evaluating the various alternatives, planners must make decisions about the best courses of action
for achieving objectives. They must then formulate necessary steps and ensure effective
implementation of plans. Finally, planners must constantly evaluate the success of their plans
and take corrective action when necessary.

There are many different types of plans and planning.

Strategic planning involves analyzing competitive opportunities and threats, as well as the
strengths and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment. Strategic planning has a long time
frame, often three years or more. Strategic planning generally includes the entire organization
and includes formulation of objectives. Strategic planning is often based on the organization’s
mission, which is its fundamental reason for existence. An organization’s top management most
often conducts strategic planning.

Tactical planning is intermediate-range (one to three years) planning that is designed to develop
relatively concrete and specific means to implement the strategic plan. Middle-level managers
often engage in tactical planning.

Operational planning generally assumes the existence of organization-wide or subunit goals and
objectives and specifies ways to achieve them. Operational planning is short-range (less than a
year) planning that is designed to develop specific action steps that support the strategic and
tactical plans.

Organizing

Organizing is the function of management that involves developing an organizational structure

and allocating human resources to ensure the accomplishment of objectives. The structure of the
organization is the framework within which effort is coordinated. The structure is usually
represented by an organization chart, which provides a graphic representation of the chain of
command within an organization. Decisions made about the structure of an organization are
generally referred to as organizational design decisions.

Organizing also involves the design of individual jobs within the organization. Decisions must be
made about the duties and responsibilities of individual jobs, as well as the manner in which the
duties should be carried out. Decisions made about the nature of jobs within the organization are
generally called “job design” decisions.

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Organizing at the level of the organization involves deciding how best to departmentalize, or
cluster, jobs into departments to coordinate effort effectively. There are many different ways to
departmentalize, including organizing by function, product, geography, or customer. Many larger
organizations use multiple methods of departmentalization.

Organizing at the level of a particular job involves how best to design individual jobs to most
effectively use human resources. Traditionally, job design was based on principles of division of
labor and specialization, which assumed that the more narrow the job content, the more
proficient the individual performing the job could become. However, experience has shown that
it is possible for jobs to become too narrow and specialized. For example, how would you like to
screw lids on jars one day after another, as you might have done many decades ago if you
worked in company that made and sold jellies and jams? When this happens, negative outcomes
result, including decreased job satisfaction and organizational commitment, increased
absenteeism, and turnover.

Recently, many organizations have attempted to strike a balance between the need for worker
specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs
are now designed based on such principles as empowerment, job enrichment and teamwork. For
example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional
“departments” to focus on listening and responding to customer needs. From company-wide
meetings to team huddles, HUI employees know and understand their customers and how HUI
might service them best (Huimfg, 2008).

Leading

Leading involves the social and informal sources of influence that you use to inspire action taken
by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting
effort to attain organizational objectives.

The behavioral sciences have made many contributions to understanding this function of
management. Personality research and studies of job attitudes provide important information as
to how managers can most effectively lead subordinates. For example, this research tells us that
to become effective at leading, managers must first understand their subordinates’ personalities,
values, attitudes, and emotions.

Studies of motivation and motivation theory provide important information about the ways in
which workers can be energized to put forth productive effort. Studies of communication provide
direction as to how managers can effectively and persuasively communicate. Studies of
leadership and leadership style provide information regarding questions, such as, “What makes a
manager a good leader?” and “In what situations are certain leadership styles most appropriate
and effective?”
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Controlling

Controlling involves ensuring that performance does not deviate from standards. Controlling
consists of three steps, which include (1) establishing performance standards, (2) comparing
actual performance against standards, and (3) taking corrective action when necessary.
Performance standards are often stated in monetary terms such as revenue, costs, or profits but
may also be stated in other terms, such as units produced, number of defective products, or levels
of quality or customer service.

The measurement of performance can be done in several ways, depending on the performance
standards, including financial statements, sales reports, production results, customer satisfaction,
and formal performance appraisals. Managers at all levels engage in the managerial function of
controlling to some degree.

The managerial function of controlling should not be confused with control in the behavioral or
manipulative sense. This function does not imply that managers should attempt to control or to
manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this
function of management concerns the manager’s role in taking necessary actions to ensure that
the work-related activities of subordinates are consistent with and contributing toward the
accomplishment of organizational and departmental objectives.

Effective controlling requires the existence of plans, since planning provides the necessary
performance standards or objectives. Controlling also requires a clear understanding of where
responsibility for deviations from standards lies. Two traditional control techniques are budget
and performance audits. An audit involves an examination and verification of records and
supporting documents. A budget audit provides information about where the organization is with
respect to what was planned or budgeted for, whereas a performance audit might try to determine
whether the figures reported are a reflection of actual performance. Although controlling is often
thought of in terms of financial criteria, managers must also control production and operations
processes, procedures for delivery of services, compliance with company policies, and many
other activities within the organization.

The management functions of planning, organizing, leading, and controlling are widely
considered to be the best means of describing the manager’s job, as well as the best way to
classify accumulated knowledge about the study of management. Although there have been
tremendous changes in the environment faced by managers and the tools used by managers to
perform their roles, managers still perform these essential functions.

3.3. Using and adapting resources safely to realize idea

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The term adaptation is derived from the Latin, meaning to fit. The dictionary definitions are “the
act of adjusting to environmental conditions” or “the modification of an organism or its parts that
makes it more fit for existence under its environmental conditions”. Runco (1999) noted that
adaptation rests on personal reactions, perhaps influenced by social relationships and
socioeconomic influences, as well as dealing with tension, challenge and adversity in life. While
one person may see a problem or gap, another does not; or one person may be stressed and
overwhelmed by adversity, another may find that same set of events challenging and exciting.
Schoon (2006) found that the particularities of the time period and historical context further
shape adaptiveness and creativity.

There are three distinct shades of meaning for adaptation. The most common is adaptation as
fitting in—conformity, agreement, compliance, or yielding to environment or situation.
Essentially, this is modification of self to fit environment. For example, a new employee quickly
adapts by talking about sports or pop music to fit in. In this view of adaptation, individuals who
do not conform to prevailing values, mores, and practices of a given culture or context often are
considered maladaptive outsiders or even lunatics. Early definitions of creativity focused on
pathology, portraying creators as neurotic or mentally ill, partly because they were unable or
unwilling to adapt to the styles and customs of the times, helping to explain crazy artist or mad
scientist stereotypes. But groundbreaking, paradigm-shifting creators do not make their impact
by conforming to the prevailing belief systems of their eras. On a smaller scale, a young person
who does not conform to the prevailing fashions worn at school or hang out with the in students
is often ostracized. This failure to adapt may not be a sign of mental instability. The student who
bucks the system when faced with another boring work sheet may be demonstrating a healthy
sense of self.

A second definition of adaptation emphasizes the role of experience in successful orientation to

an environment or situation. Adapting to the heat and humidity by resting in the afternoon in a
tropical country is an example. It may involve rapid reading of an environment and selection of
responses that provide the greatest benefit to the individual. For example, a politician who sizes
up a crowd and delivers a speech tailored to that audience could be considered contextually
creative because she successfully uses experience to adapt to a given situation. Experience also
can help individuals select environments best suited to their full development or reject a
detrimental environment. Examples include moving to an aesthetically invigorating setting,
enrolling in a school that offers a program of deep interest, or leaving a job when it becomes
toxic. Such experience-based selection of an environment might prevent situations where
individuals do not feel they belong. It also may prevent high-potential people from feeling
inferior and developing a poor sense of self based on an environmental mismatch.

A third definition of adaptation suggests something different; that is, the individual acts on the
environment to modify, change, translate, or transform it. For example, some creative employees
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make work environments more fulfilling and challenging by initiating innovative and interesting
projects in otherwise barren, stifling offices. On a larger scale, some highly creative people
modify their environments by developing profound ideas or products that affect many people
over time. For example, Thomas Edison’s inventions and Albert Einstein’s theories made high-
impact, long-lasting transformations that continue to influence the present.

In considering the dynamics of creative adaptation, the issue is directionality. Eminent adults
must adapt to their cultures and environments, but they also encourage the world in which they
function to adapt to their ideas and products. In contrast, children and adult novices concentrate
on adapting to their environments, and exert little influence on those contexts. Both of these
forms of adaptation involve creative thought and action,

Definitions of adaptation are influenced by differences between problem solving and creativity.
Both creativity and problem solving share a common starting point—incongruity in a problem.
Both also require knowledge, motivation, repetition, and discovery of unique combinations as
well as involving phases or stages in the process. But problem solving and mature creativity are
different in duration and effect, both externally and internally. Problem solving is generally a
short-term process while creativity at higher levels is life-long. Creativity at high levels focuses
on a larger unit of analysis, more on a totality rather than a specific answer, and usually involves
a greater impact on the world. In problem solving, problems are typically externally set, with the
focus on resolution. By contrast, mature creativity involves problem finding, wherein both
problems and innovative solutions are generated internally and intrinsically, although there
certainly are both external stimuli and parameters

The most common definition of creativity involves the production of something appropriate yet
new or rare that is valued and accepted in the world (Cohen, in press).

Creativity involves a paradox: An original, novel idea or product and its acceptability,
appropriateness, and usefulness to a given group or society. Creative addictiveness is the ability
to adjust flexibly to conditions or environments in developing new ideas or products while
adhering to what is approved or permitted in a given cultural context. Rudowicz (2006) noted
this requires commitment to the socio-cultural system, not exceeding boundaries to be too
foreign or perceived as dangerous, often involving modification or improvements, rather than
new inventions.

Using and adapting resources safely is an important aspect of organizing resources for creative
work. Here are some steps to ensure the safe and responsible use of resources:

1. Understand safety guidelines: Familiarize yourself with any safety guidelines or regulations
related to the resources you are using. This may include guidelines for handling hazardous
materials, operating equipment, or using specific software.
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2. Provide training: Ensure that all individuals involved in the project receive proper training on
the safe use of resources. This may involve providing training sessions, workshops, or online
tutorials. Make sure everyone understands the potential risks and how to mitigate them.

3. Use protective equipment: Provide appropriate protective equipment to individuals who will
be working with potentially hazardous resources. This may include safety goggles, gloves,
masks, or protective clothing. Make sure everyone knows how to properly use and maintain the
equipment.

4. Establish safe work practices: Implement safe work practices and procedures for using
resources. This may include guidelines for handling, storing, and disposing of materials, as well
as protocols for operating equipment. Communicate these practices clearly to all team members.

5. Regularly inspect and maintain equipment: Conduct regular inspections and maintenance
checks on equipment to ensure it is in proper working condition. This includes checking for any
damage, replacing worn-out parts, and addressing any safety concerns promptly.

6. Monitor resource usage: Keep track of how resources are being used and ensure they are being
used in accordance with safety guidelines. Regularly check that individuals are following proper
procedures and address any deviations or unsafe practices immediately.

7. Address safety concerns promptly: If any safety concerns arise during the project, address
them promptly. This may involve stopping work temporarily, investigating the issue, and
implementing corrective measures to prevent further risks.

8. Communicate and collaborate: Foster a culture of open communication and collaboration

within the team. Encourage team members to report any safety concerns or incidents promptly.
Actively listen to their feedback and address any issues raised.

9. Document and share safety information: Keep a record of safety guidelines, procedures, and
incident reports. Share this information with the team and ensure it is easily accessible. Regularly
update the documentation as needed.

10. Continuously improve safety practices: Regularly review and evaluate the effectiveness of
your safety practices. Identify areas for improvement and implement changes to enhance safety
measures. Encourage feedback from team members and incorporate their suggestions.

By following these steps, individuals can ensure the safe and responsible use of resources when
realizing their creative ideas. This helps to protect the well-being of individuals involved in the
project and minimize any potential risks or accidents.

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Generally Creative adaptation involves highly complex dynamics that depend on a wide range
of situational and cultural constraints. It involves both short and long-term thought, action, and
development. It brings forth transformations within the individual as well as modifications, or
even paradigm shifts in the environmental context. It also involves a wide range of cognitive,
emotional, and motivational elements. In short, virtually all human faculties are called into play
during creative adaptation to environmental problems and opportunities. Ultimately, adaptation
is one of the most important issues of relevance to the development of creativity.

Successful creative adaptation involves a number of paradoxes. Creators need to destroy existing
structures while maintaining safety and harmony within the environmental and cultural context.
They must make major transformations to their own cognitive structures while remaining
resilient in the face of the inevitable attacks that accompany creative work. They must perceive
pressing and immediate problems and opportunities in the environment while staying focused on
a long-term sense of purpose. This requires creative balancing of self in the environment, reading
the cultural and contextual requirements and demonstrating addictiveness as well as developing
original ideas. If one merely adapts to the will and the world of others, it is unlikely that highly
creative products can result. If on the other hand, the distance between the world and the
individual’s created product or performance is too great, “pearls may be cast before swine” and
the world will not recognize the breakthroughs. Opposing prevailing paradigms or cultural norms
is always difficult if not dangerous. Although penalties or even death were more prevalent in the
past, anyone who has tried to get major research funding for a far out idea faces the problem of
critics who cannot escape their own world view.

It is the long-term development of the individual along the continuum of adaptive creative
behaviors that enables the resolution of these paradoxes. The broader, more integrative cognitive
structures and stronger sense of purpose one develops through progress along the continuum help
provide resilience and competence necessary for successful adaptation of both self-to-world and
the world-to-self, even in the face of the difficulties imposed by creative work.

All of this raises one final issue relevant to considerations of creative adaptation. To what extent
should the creative adaptation of one individual or group impinge on the opportunities for
success of another individual or group? This question brings into play profound issues such as
individual freedom, social Darwinism, class conflict, exploitation, cultural context, and the
moral-ethical implications of creative products and processes. In a post-industrial era of rapid,
unpredictable change our answers to this question may determine our chances for successful
creative adaptation as a species.

3.4. Resolving proficiency is shown with chosen techniques and technical

problems

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Effective problem solving doesn’t mean going away and coming up with an answer immediately.
In fact, this isn’t good problem solving at all, because you’ll be running with the first solution
that comes into your mind, which often isn’t the best.

Instead, you should look at problem solving more as a process with several steps involved that
will help you reach the best outcome. Those steps are:

Define the problem

List all the possible solutions

Evaluate the options

Select the best solution

Create an implementation plan

Communicate your solution

Let’s look at each step in a little more detail.

The first solution you come up with won’t always be the best – taking the time to consider your
options is an essential problem solving technique.

1. Define the problem

The first step to solving a problem is defining what the problem actually is – sounds simple,
right? Well no. An effective problem solver will take the thoughts of everyone involved into
account, but different people might have different ideas on what the root cause of the issue really
is. It’s up to you to actively listen to everyone without bringing any of your own preconceived
notions to the conversation. Learning to differentiate facts from opinion is an essential part of
this process.

An effective problem solver will take the opinions of everyone involved into account

The same can be said of data. Depending on what the problem is, there will be varying amounts
of information available that will help you work out what’s gone wrong. There should be at least
some data involved in any problem, and it’s up to you to gather as much as possible and analyse
it objectively.

2. List all the possible solutions

Once you’ve identified what the real issue is, it’s time to think of solutions. Brainstorming as
many solutions as possible will help you arrive at the best answer because you’ll be considering
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all potential options and scenarios. You should take everyone’s thoughts into account when
you’re brainstorming these ideas, as well as all the insights you’ve gleaned from your data
analysis. It also helps to seek input from others at this stage, as they may come up with solutions
you haven’t thought of.

Depending on the type of problem, it can be useful to think of both short-term and long-term
solutions, as some of your options may take a while to implement.

Getting everyone involved in the brainstorming process will ensure you get multiple perspectives
when problem solving.

3. Evaluate the options

Each option will have pros and cons, and it’s important you list all of these, as well as how each
solution could impact key stakeholders. Once you’ve narrowed down your options to three or
four, it’s often a good idea to go to other employees for feedback just in case you’ve missed
something. You should also work out how each option ties in with the broader goals of the
business.

There may be a way to merge two options together in order to satisfy more people.

4. Select an option

Only now should you choose which solution you’re going to go with. What you decide should be
whatever solves the problem most effectively while also taking the interests of everyone
involved into account. There may be a way to merge two options together in order to satisfy
more people.

5. Create an implementation plan

At this point you might be thinking it’s time to sit back and relax – problem solved, right? There
are actually two more steps involved if you want your problem solving method to be truly
effective. The first is to create an implementation plan. After all, if you don’t carry out your
solution effectively, you’re not really solving the problem at all.

Create an implementation plan on how you will put your solution into practice. One problem
solving technique that many use here is to introduce a testing and feedback phase just to make
sure the option you’ve selected really is the most viable. You’ll also want to include any changes
to your solution that may occur in your implementation plan, as well as how you’ll monitor
compliance and success.

6. Communicate your solution

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There’s one last step to consider as part of the problem solving methodology, and
that’s communicating your solution. Without this crucial part of the process, how is anyone
going to know what you’ve decided? Make sure you communicate your decision to all the people
who might be impacted by it. Not everyone is going to be 100 per cent happy with it, so when
you communicate you must give them context. Explain exactly why you’ve made that decision
and how the pros mean it’s better than any of the other options you came up with.

Prove your problem solving skills with Deakin

Employers are increasingly seeking soft skills, but unfortunately, while you can show that
you’ve got a degree in a subject, it’s much harder to prove you’ve got proficiency in things like
problem solving skills. But this is changing thanks to Deakin’s micro-credentials. These are
university-level micro-credentials that provide an authoritative and third-party assessment of
your capabilities in a range of areas, including problem solving.

3.5 Taking responsibility for the safe and sustainable use of resources

3.5.1. Who is responsible for workplace health and safety?

As an employer, it is important to understand who is responsible for health and safety in the
workplace and what actions you can take to ensure the health and safety of your employees,
contractors and others who may be affected by your operational activities.

Employers hold most of the responsibility for workplace health and safety, although no one
person is solely accountable. In fact, The Health and Safety at Work Act 1974 defines the
general duties of everyone from employers and employees to business owners, managers and
more (eg. maintainers of work premises) as maintaining health and safety within the workplace.
In short, everybody is responsible in some part for workplace health and safety.

HSE roles and responsibilities

The Health and Safety Executive (HSE) is Great Britain’s national regulator for workplace
health, safety and welfare. HSE’s purpose is to prevent work-related death, injury and ill health.

HSE’s responsibilities are primarily concentrated on the most serious risks within the workplace,
targeting industries with the greatest hazards and sectors with the worst risk management
records. HSE provides support to businesses by offering free advice and guidance to employers
to help them manage workplace risks correctly.

Employer health and safety responsibilities

While ensuring responsibility for workplace health and safety does not fall under one person,
HSE states that: “it is an employer's duty to protect the health, safety and welfare of their
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employees and other people who might be affected by their business.” Therefore, the majority of
the responsibility belongs to the employer.

To fulfill their responsibilities, an employer must:

Carry out risk assessments

Employers are responsible for carrying out both generic and specific risk assessments (for
example, coronavirus risk assessment, manual handling operations risk assessment, etc) to ensure
that employees have all the information they need about the hazards, risks and relevant controls
in their workplace.

Carrying out a risk assessment involves inspecting the workplace to determine all significant
hazards and putting measures in place to eliminate, reduce, or control identified risks.

Risk assessments should highlight how employees are protected and are designed to instruct and
inform employees on how to manage the risks.

Identify who needs protecting from potential hazards

Employers need to consider the health and safety of everyone on the premises or who could be
affected by their operational activities. This includes all employees, contractors, part-time staff
and people with specific requirements, such as pregnant women or those with disabilities.

3.5.2. Creativity vs. sustainably

Creativity drives society toward sustainability through its capacity for imagining and visioning.
Vice versa, efforts to promote the sustainable development pillars are a trigger for unleashing
creativity. Creativity and sustainability can, therefore, be approached from different disciplinary
and thematic perspectives as well as from trans-disciplinary and intercultural perspectives.
Creativity is an ability that exists not just in the arts and culture. There is technological creativity,
scientific creativity, social creativity, political creativity, and not least business creativity.

The soft power elements of creativity, ingenuity, innovation and imagination are playing an
important role in the development process at all levels and in the quest for equitable
prosperity. Creativity has also become a major driver in the present era of the knowledge and
learning economy.

So Creativity is at the heart of sustainability. Creativity is rooted in sustainable social, economic,

environmental and cultural practices. It can mean anything from humanity’s ability to transform
itself to tackling specific problems.

Creativity is a special kind of renewable resource and human talent. It involves transforming
ideas, imagination and dreams into reality, often blending tradition and innovation. The creative
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ability depends on creative thinking, that is the ability to generate or recognize ideas,
alternatives, or new possibilities that may be useful in solving problems, communicating with
others, and also entertaining ourselves and others. If measurable and quantifiable, one could
assess creativity’s contribution toward a sustainable future.

3.6. Creating a record of the work that shows the process of development

3.6.1. Introduction work record

Work Records are the way to record the work you do. To manage different tasks, companies run
on processes, or repeatable and easy-to-execute steps. Documenting process has always been a
key part of project management, contributing heavily to company success. But as you create new
processes for the post-pandemic world, now is an excellent time to reevaluate and improve your
business process-documentation procedures.

3.6.2. What is process documentation?

A process guide is a step-by-step document that explains how to do something in your business.
For example, it might explain exactly how to transition an aspect of your data from legacy
servers to the cloud. It might take the form of a policy, a tutorial or a flow chart. It could live in
your business plan, your company handbook, your new-hire training manual or your cloud-based
standard operating procedures.

Process documentation is the act of capturing or documenting all of the steps in a particular task.
Ideally, it should happen in real time. As employees perform a task, they document each step
they take. Ongoing process documentation, followed by regular process review, helps staff and
managers learn what works and what doesn’t, helping everyone adapt the process guides as the
business evolves.

3.6.3. Why do we document processes?

Process documentation is an important part of making sure certain tasks are done consistently
and efficiently. Major advantages of process documentation include:

Improving processes. Are there unnecessary steps? Is someone involved who doesn’t need to
be, or should someone else be looped in? How does the process fit into the overall business
strategy? During process review, you can answer these and similar questions with the latest data
in hand.

Reducing confusion. Process documentation helps remove ambiguity from your work. Who is
supposed to do task X, Y or Z? What is the end goal? How should it be done? Referring to the
latest process documentation ensures all employees are on the same page. It can also help new
employees get up to speed more quickly.

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Preservation. Maybe your CEO has an encyclopedic knowledge of all the major processes in
your office, or a top performer has a knack for figuring out the best way to accomplish any new
task. What happens when that person leaves the company? Process documentation enables a
smoother transition.

Analysis. How can you know if a new method works better than the old if there isn’t a concrete
record of how both processes are performed? Process documentation lets you complete apples-
to-apples comparisons of different methodologies.

There are many different methods of documenting processes, from written documents to
templates to automated software solutions. You can even integrate process documentation as part
of a comprehensive approach to productivity and project management. Your methods may
change over time as your company grows.

3.6.4. How to document a process

No matter which method you use, there are a few key steps to process documentation.

1. Identify the process

First, identify the process you are documenting. Give it a clear name and objective.

2. Place boundaries

Document the start and end points of the process. What triggers it to begin, and how do you
know when it’s over? For example, the process might start when you realize your app’s home
screen looks dated and end when you send the updated version to all customers.

3. List the expected result

What should happen at the end of the process? This might be something like, “The finished app
rolls out to end users,” or “The software update pushes to all registered users without hiccups.”

4. Detail the inputs

Note what materials and equipment are necessary to complete the process. This could be as
simple as your assembly line and robotic assistants, or as complex as your legacy servers, private
cloud and multiple platforms.

5. Walk through the process

You can brainstorm how it might work, but it’s better to perform the entire process from
beginning to end. For example, you might want to walk through the sales funnel to see if any

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elements were left out during the mock-up phase. Remember, if a button isn’t on the wireframe,
engineering won’t build it!

6. Determine who is involved

List the people who play a role in completing the process. This typically encompasses only those
who perform the task, but you can also note who the decision makers are for that process.

7. Utilize your process documentation system

Carefully copy all of your notes into your process documentation system. Review all the details
to make sure you didn’t miss anything.

3.7. Producing and discussing preliminary design

3.7.1. Concept of a preliminary design?

What is a preliminary design? A preliminary design is a certain stage in the design of a building
during which it is necessary to define its main parameters. These include the total area, as well as
the number of stories and the area of the building structure. In addition, as part of the preliminary
design, it is customary to form the style of the object and its three-dimensional solution.

This is the most creative stage. It is during this time that the architect often offers various
options, according to which you can implement the wishes of the client. When this project is
developed, it is necessary to determine the structural scheme of the building, as well as the main
materials that will need to be used during construction.

One of the main tasks of a preliminary design is to make a prototype of the object to be created.
When developing the project, the specialist will determine the contours of the future building
structure – this will allow the customer to better imagine the object. Thus, it is possible to
understand the main features of the future building and analyze how to further use this data in the
work.

The main purpose of the preliminary design is to start technical feasibility of these Master Plan
components, as well considering the environmental conditions and providing required data for
the cost estimation.

3.7.2. Preliminary Design Review Guidelines

Purpose “A design review is a retrospective study of the design up to that point in time. It
provides a systematic method for identifying problems with the design, aids in determining
possible courses of action, and initiates action to correct the problem areas.”

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\Design reviews are a critical part of every design process. They help avoid “group think” and
identify problems in the concept or analysis. Design reviews should occur at multiple stages
throughout the design process; otherwise, if left to the end of the project, changes, errors, or new
brilliant ideas will be expensive and difficult to implement. Typically, design reviews occur at
each major stage of the design—before the design team can move into the next phase: project
specifications and metrics defined, strategy selected, concept and modules selected, detailed
design finished and ready for initial fabrication, and possibly more depending on the scope of the
project

The Preliminary Design Review (PDR) presents the top-level design process and establishes a
viable concept. It gives an overview of how the design concept was developed; an understanding
of the requirements; what problems or concerns need to be overcome; what resources are needed;
and the cost and schedule for the project. The PDR addresses overall preliminary design
information and technical program risks associated with each system and reviews technical, cost
and schedule impacts. At the conclusion and acceptance of each design review the overall risk
level of the project should be reduced when compared to the previous step.

This is not an arbitrarily imposed assignment. Design reviews are so important that many
companies hire private consulting firms to conduct reviews on critical projects to ensure
objectivity. Design reviews are required for all federally funded projects – e.g. any project
funded by the Department of Defense (DOD). According to DOD requirements, the preliminary
review is used “…to ensure that a system is ready to proceed into detailed design and can meet
stated performance requirements within cost (program budget), schedule (program schedule),
risk, and other system constraints.”

Objectives

• Define your solution strategy and concept. Explain how your design meets the objectives.

• Provide context: a concise re-introduction to your design problem, including the primary
motivation for the project, the key technical challenges, and any existing full/partial solutions
(prior art). 1 Dieter, Engineering Design; A Materials and Processing Approach, 1991, McGraw-
Hill, New York, NY, USA. 2 DOD Preliminary Design Review Documentation. 2001,
www.defense.gov. ME 481 Spring 2020 –

Preliminary Design Review Guidelines, page 2

• Provide the most up-to-date versions of your overall goal statement and stakeholder objectives,
as well as the relative importance and rationale behind each objective. • Provide the most up-to-
date versions of all system-level project requirements, with the validation methodology and
rationale for each one explained in detail.
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• Summarize both the concept generation and selection process for your proposed solution.

• Clearly describe the overall system-level design of your proposed solution, including any
initial CAD models.

• Clearly describe the mode of operation of your proposed solution, including interactions with
all key stakeholders.

• Describe the following aspects of each subsystem of your proposed solution in detail:

Requirements, both system-level and subsystem-level.

Overall design, including all key components (both purchased and teammanufactured).

Primary design driver(s) and associated analysis.

FMEA and Risk Analysis, with associated mitigation strategies.

Potential outstanding concerns and issues.

• Present an updated management strategy for completing your proposed solution, including:

Descriptions of roles/responsibilities assumed for this portion of the project and proposed for the
next.

A complete budget and bill of materials, with all funding sources described.

An updated WBS and project timeline.

Written Proposal

Throughout the report, do not just make assertions—rather, back up the assertions with evidence.
Use first order mathematical and physics estimates as well as references from journal articles,
books, or other sources that are well respected

Title Page3 [1 page maximum]

• First line: “ Preliminary Design Review”

• Second line: Your own descriptive title/team name

• Logo (project, team, or sponsor)

• Names of all team members and their team role titles

• Final line: “Instructor: A Zachary Trimble”

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Executive Summary [1 page maximum

] The Executive Summary should give the reader all the important information and findings of
the document without having to read any further. Summarize both the project and the contents of
the report. In other words, you must capture the reader’s interest; summarize the purpose,
importance and impact of the project; 3 Should be paginated with “i, ii, iii, iv,…” ME 481 Spring
2020 – Preliminary Design Review Guidelines, page 3 and inform the reader what they can
expect to learn about the project from this particular report. Because of its content and location
this section is the most widely read section of the document. For that reason, the section should
be well written and carefully proofread. First impressions matter. Incorporate into the executive
summary the project mission statement in italics. The mission statement should be a smooth part
of your executive summary and not an afterthought or add on. For the preliminary design review
it is particularly important to convey that you have clearly thought through every aspect of your
entire project and to leave your reader with the confidence that you will be able to satisfy your
stakeholders’ demands.

Table of Contents3

List of Figures and Tables3 (should show page numbers)

Acronyms and Abbreviations3 Technical Report Body4 [40 pages maximum]

Address the report objectives. Below is a skeletal suggested outline (i.e. you should add project
appropriate sub-sections), but you have freedom to address the objectives in whatever way is
best for your project.

1. Introduction Review your problem including the motivation, purpose, importance, and
impact in the context of economic, social, ethical, sustainable, etc. consideration. Introduce your
solution.

2. Technical Overview This section should include a detailed description of strategies and
concepts— the focus should be on the selected strategy and concept, but where necessary when
defending your decisions or expounding on the benefits of your design you will need to describe
other concepts and strategies that you considered and your selection analysis to prove you
selected the best design and thought of all the alternatives. Discussion of all design
considerations (cost, weight, function, performance, schedule, risk, etc. – use budgets).
Summarize all engineering analyses—the details are provided in appendices. Description of any
bench level experiments that were used to verify you models and analysis. Discussion of original
contributions. Discussion of performance budgets and risks. Make sure to make effective use of
graphics.

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2.1. Context Review

Your objectives and requirements in sufficient detail to understand an motivate your strategies
and concepts and design decisions.

2.2. Proposed Solution

No mystery stories explain your solution immediately and how it addresses 4 Should be
paginated with “1,2, 3, …” ME 481 Spring 2020 – Preliminary Design Review Guidelines, page
4 the objectives (expound on the concept of operations and systems architecture diagrams).
Provide the primary performance budgets and metrics and analysis.

2.3. Concept selection

Explain why your solution is better than other alternatives and your selection and decision
making process.

Project Management/Proposed Approach

What are your time and money constraints/needs and what are the general tasks and risks. What
are the key milestones that must be reached for your project (i.e. not just class milestones)?

3.1. Organizational Structure

Concisely remind the reader of your team’s structure in the context proving you can be
successful. Pay attention to any changes and explain.

3.2. Work Breakdown Structure (WBS)

Provide a understanding of your upcoming tasks and their success criteria.

3.3. Project Timeline/Schedule Update your milestone timeline and what it means to achieve
each milestone. Update your time budget. I.e. are you on schedule? Provide a schedule to
achieve the aforementioned tasks and identify the critical path.

3.4. Budget

Provide an appropriate level of detail budget on both prototype and development costs of your
project

3.5. Potential Challenges/Risks

Identify your current risk hierarchy and provide a risk tracking structure.

Conclusion
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 • It is important to provide a real conclusion. This is a design review. It should be accompanied
with an authorization to proceed. So provide a conclusion. Have you met all the necessary gates
to pass the review?

5. References (Does not count against page limit) Appendices (Does not count against page
limit)

1. List of Requirements Provide the full list of all your requirements both basic and derived in
table format with a useful tracability/tracking methodology

2. Schedule Provide your full Gantt chart.

3. Competing Concepts Provide descriptions of the competing concepts you considered. As

described in class, just enough to understand.

4. Full Calculations Provide detailed derivations, calculations, experiment descriptions, and

results, etc. Formatting Information

• Use “Arial” single-spaced 12-point font for all body text. Headings may be larger if desired. No
text (i.e. figures, tables, captions, etc.) may be smaller than 10-point.

• Use 1 in. margins on all pages

Finalizing creative work and incorporating feedback on work in progress

Once the creative work is completed, it's important to finalize it and incorporate any feedback
received. Here are some steps to consider:

1. Review and revise: Take the time to review the creative work and make any necessary
revisions based on feedback received. This may involve refining the content, adjusting the
design, or making changes to meet specific requirements.

2. Seek additional input: If possible, seek additional input from trusted individuals or experts in
the field. This can help provide valuable insights and perspectives that can further enhance the
work.

3. Proofread and edit: Ensure that the final version of the creative work is free from errors, both
grammatical and factual. Proofread the content carefully and make any necessary edits to ensure
accuracy and clarity.

4. Incorporate feedback: Take into account any feedback received during the creative process
and make appropriate changes. This may involve addressing specific concerns, incorporating
suggested improvements, or clarifying any misunderstandings.

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5. Test and evaluate: If applicable, conduct tests or evaluations to ensure that the creative work
meets its intended purpose. This may involve user testing, focus groups, or trial runs to gather
feedback on usability, functionality, or overall effectiveness.

6. Document and archive: Keep a record of the final version of the creative work, including any
supporting materials or documentation. This will help maintain a reference for future use or
potential updates.

7. Share and distribute: Once finalized, share the creative work with the intended audience or
stakeholders. This may involve publishing it online, printing physical copies, or distributing it

3.9. Preparing creative work design for the presentation context

Consider the context in which the creative work will be presented and make any necessary
adjustments to ensure it is suitable for that specific setting. This may involve formatting the work
to fit a specific presentation template, adjusting the visuals or layout to be more visually
appealing, or adapting the content to be more engaging for the audience.

1. Determine the presentation format: Decide whether the creative work will be presented in
person, virtually, or through a combination of both. This will help determine how to best prepare
the design for the specific presentation context.

2. Adapt visuals and layout: Consider how the visuals and layout of the creative work can be
optimized for the presentation context. This may involve resizing images or graphics to fit the
screen or adjusting the layout to ensure readability and clarity.

3. Enhance interactivity: If presenting virtually, explore ways to enhance interactivity and

engagement with the audience. This may involve adding interactive elements such as clickable
buttons, animations, or hyperlinks to navigate through the content.

4. Simplify content: Keep in mind that presentations often have time constraints, so it's important
to simplify the content and focus on key messages. Condense complex information into concise
and easily understandable points that can be effectively communicated during the presentation.

5. Practice and rehearse: Before presenting the creative work, take the time to practice and
rehearse the presentation. This will help ensure a smooth delivery and allow for any necessary
adjustments or improvements to be made.

6. Prepare supporting materials: Consider any additional supporting materials that may be
needed for the presentation,

Self-check 3
Part I True /false
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problem solver NOT take the opinions of everyone involved into account

Work Records use To manage different tasks, companies run on processes,

The main purpose of the preliminary design is to start technical feasibility of these Master Plan
components

Part II multiple choice

1. purpose of the preliminary design is

A. to start technical feasibility of these Master Plan components, b
B. as well considering the environmental conditions
C. providing required data for the cost estimation
D. all answer
2. .…………..is refer social and informal sources of influence that you use to inspire action
taken by others
a. Leading b. organizing c. controlling

Part III short answer

1. What we consider to give feedback on work in progress

2. What function does organizing serve?

Unit 4 Reviewing own work

This unit is developed to provide you the necessary information regarding the following content
coverage and topics:

 Reviewing own work for technical proficiency

 Reviewing the process of creative work
 Using relevant information from feedback for skills development

This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to

 Describe own work for technical proficiency

 review the process of creative work
 Use relevant information from feedback for skills development

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4.1. Reviewing own work for technical proficiency

4.1.1. Definition
Technical Proficiency Must be able to apply the technical knowledge and skills required in the
specialist and professional job role and responsibilities in order to achieve the expected outputs.

The Ideal Structure of Performance Reviews for Creative Professionals

What is a self-performance review?

A self-performance review is an evaluation tool that you can use to assess your work and job
performance at a company. It allows you to identify how you succeed in your career and look for
opportunities to improve. Many organizations include them as part of an annual review packet,
but other organizations may require completing them on a more frequent cadence, such as
monthly or quarterly.

Benefits of a self-performance review

notes that self-performance reviews can benefit both the employer and the employee in a
number of ways:

Employee self-performance assessments give employees a voice in the performance appraisal

process, which helps to ease some of the stress that comes with it. The self-assessment can be
modified to reflect the organization's goals, emphasizing an employee's specific role and
highlighting key performance measures that the company would like to focus on during the
evaluation cycle. Workers who participate in the process are more likely to accept the process's
outcomes, be more content with their work, be motivated to grow professionally and be
committed to the organization.

To ensure an effective evaluation, a multi-layered approach is often best:

Self-Assessment: This offers professionals the chance to critique their own work, often revealing
insights that external reviewers may miss.

Peer Reviews: Peer feedback is invaluable for gauging how well an individual collaborates,
communicates, and contributes to team objectives.

Manager Evaluation: This is the most conventional form of review and focuses on performance
metrics, project completion rates, and other quantifiable aspects.

360-Degree Feedback: This is a comprehensive approach that integrates self-assessments, peer

reviews, and manager evaluations. It provides a holistic view of an individual’s performance,
making it one of the most effective review mechanisms
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4.1.2. Effective self-performance review
• Be honest.

It's important to be honest about areas for improvement in your review, but remember to give
yourself grace. Identifying potential skill gaps demonstrates your willingness to grow and
provides you with an idea of how to focus your development.

• Remain professional.

While reviews encourage open discussions about your experience, it's essential to keep
conversations professional. Provide constructive feedback supported by examples, and avoid
unnecessary criticism or compliments.

Try the STAR method.

The STAR method involves discussing a situation, task, action and result when providing
examples. While this technique is often used in interviews, consider using this in your review to
best demonstrate how your actions directly resolved issues and what you learned from the
experience

4.1.3. 10 Tips for Creating Your Performance Self-Review

Does your employer require you to write a review of your own job performance? Employee self-
reviews are increasingly popular these days. But how can you honestly assess yourself in a way
that's likely to influence your boss? Here are 10 key dos and don'ts.

1.Don't be modest. Don't be shy about letting your boss know where you shone during the review
period. Highlight your accomplishments with grace and diplomacy and, naturally, without
putting any of your colleagues down.

2.Don't forget about achievements made early on in the performance review period. Your boss
cannot possibly remember all of your projects and your participation. Go back over documents
and emails to help you remember your earlier accomplishments.

3.Don't be stuffy. Writing in a conversational style will encourage your supervisor to talk with
you about the elements in the self-review.

4.Do get feedback from coworkers. Consider asking your colleagues what they think of your
performance.

5.Do include objective measures of accomplishment. The more you can highlight tangible
benefits you offer the company, the more invaluable you will appear. What difference did your
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efforts make to the bottom line? What did you do to contribute to excellent customer service?
How did your work further the company's goals? Use dates, percentages, and numbers to back up
your accomplishments.

6.Don't use your self-review as a bargaining chip. A review is not the time to pick a fight about
your compensation. Be clear about your accomplishments; save salary discussions for another
time.

7.Do use appropriate language. Choose words that demonstrate objectivity and distance. For
example, instead of saying how much you like your job, detail the ways that your job skills have
improved during the review period.

8.Do suggest areas with room for improvement. If you can think of specific ways to improve
your performance, mention them. Employers appreciate employees who have a realistic view of
where they can improve.

9.Do include task-related action plans. Be as specific as possible about any ideas you have for
improving your performance, learning new skills, or taking on new responsibilities.

10.Do write more than one draft. This self-review will become part of your permanent
employment record, so be sure it's well-crafted.

Keep in mind that there may be some distance between your own assessment of yourself and
what your supervisor thinks.

4.1.4. Why Performance Reviews Matter in the Creative Sector

Performance reviews in the creative sector are more than just a formality; they serve several vital
functions:

1. Career Advancement: One of the primary utilities of performance reviews is in career growth.
Effective reviews can outline a path for acquiring new skills and ascending organizational ranks.

2. Skill Identification: Reviews can help in clearly identifying which skills an individual excels
in, facilitating better project allocation.

3.Team Collaboration: Feedback mechanisms can enhance team cohesion, break down
communication barriers, and foster a positive working environment.

4.Motivation: Knowing where one stands can serve as motivation to improve, both for
individuals who are performing well and for those who need to up their game.

5.Self-Awareness: Performance reviews offer an opportunity for creative professionals to gain

valuable insights into their work habits, strengths, and areas that require attention.
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6.Company Culture: The manner in which feedback is given and received can significantly
influence organizational culture, promoting a culture of openness, honesty, and mutual respect.

7.Resource Allocation: Companies can use the data from performance reviews to make more
informed decisions about resource allocation, including promotions, salary adjustments, and
project assignments.

8.Client Satisfaction: In roles where client interaction is pivotal, performance reviews can help
understand how effectively an employee manages client relations and delivers on expectations.

4.2 The process of creative work

The creative process is the evolution of an idea into its final form through a progression of
thoughts and actions. The creative process involves critical thinking and problem-solving skills.
From songwriters to television producers, creative individuals generally go through five steps to
bring their ideas to fruition—preparation, incubation, illumination, evaluation, and verification.
These stages were first articulated by Graham Wallis, a social psychologist and co-founder of the
London School of Economics who outlined the primary stages of the creative process in his 1926
book on creativity called The Art of Thought.

The 5 Stages of the Creative Process

While all creative people apply unique methods and thought processes to their work, there are
five stages that most creators subconsciously follow while pursuing their creative endeavors. The
five stages of the creative process each flow logically into the next phase of the process. As you
embark on your own creative process, unleash your mind and let your ideas grow through the
five stages of creativity.

1. Preparation stage: As you begin the creative journey, the first stage involves prep work and
idea generation. This is when you gather materials and conduct research that could spark an
interesting idea. Brainstorm and let your mind wander, or write in a journal to foster divergent
thinking; this will help you consider all possible approaches to building out your idea. In this
first part of the process, your brain is using its memory bank to draw on knowledge and past
experiences to generate original ideas.

2. Incubation stage: When you have finished actively thinking about your idea, the second stage
is where you let it go. Part of creative thinking is taking a step away from your idea before you
sit down to flesh it out. You might work on another project or take a break from the creative
process altogether—regardless, you are not consciously trying to work on your idea. Walking
away from your idea might seem counterproductive, but it’s an important stage of the process.
During this time, your story or song or problem is incubating in the back of your mind.
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3. Illumination stage: Sometimes called the insight stage, illumination is when the “aha” moment
happens. The light bulb clicks on as spontaneous new connections are formed and all of that
material you’ve gathered comes together to present the solution to your problem. In this third
stage, the answer to your creative quest strikes you. For example, you overcome writer’s block
by figuring out the ending to your story. It can take you by surprise but after the incubation stage,
an idea has emerged.

4. Evaluation stage: During this stage, you consider the validity of your idea and weigh it against
alternatives. This is also a time of reflection when you look back at your initial concept or
problem to see if your solution aligns with your initial vision. Business professionals might do
market research to test the viability of the idea. During this phase, you might go back to the
drawing board or you might forge on, confident in what you’ve come up with.

5. Verification stage: This is the final stage of the creative process. It’s when the hard work
happens. Your creative product might be a physical object, an advertising campaign, a song, a
novel, an architectural design—any item or object that you set out to create, propelled by that
initial idea that popped into your head. Now, you finalize your design, bring your idea to life,
and share it with the world.

4.3. Using relevant information from feedback for skills development

4.3.1. Introduction relevance feedback

Relevance feedback is a feature of some information retrieval systems. The idea behind
relevance feedback is to take the results that are initially returned from a given query, to gather
user feedback, and to use information about whether or not those results are relevant to perform a
new query

To develop the skill of taking in feedback, you can

Know what you want and ask for it. Be clear about the type and purpose of feedback you are
seeking.

Choose a challenge mindset. See feedback as an opportunity to learn and grow, not as a threat or
a criticism.

Slow down and take a note. Listen carefully and attentively to the feedback and write it down for
later reflection.

Remember context. Consider the source, situation, and intention of the feedback and how it
relates to your goals and performance.

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Practice self-compassion. Don't be too hard on yourself or take feedback personally.
Acknowledge your strengths and weaknesses and be kind to yourself.

4.3.2. How do you use feedback to improve your own performance and development?
Feedback is an essential tool for learning, growing and improving your performance and
development. Whether you receive it from your manager, your peers, your customers or yourself,
feedback can help you identify your strengths, weaknesses, opportunities and challenges.
However, feedback alone is not enough. You also need to know how to use it effectively to
achieve your goals and enhance your skills. In this article, you will learn how to use feedback to
improve your own performance and development in four steps: ask for feedback, listen to
feedback, act on feedback and monitor feedback.

Ask for feedback

The first step to use feedback to improve your own performance and development is to ask for it.
Asking for feedback shows that you are proactive, curious and willing to learn from others. It
also helps you get specific, timely and relevant information that can help you improve your work
quality, productivity and satisfaction. To ask for feedback, you need to be clear about what you
want to know, who you want to ask and when you want to ask. For example, you can ask your
manager for feedback on your latest project, your peers for feedback on your collaboration skills
or your customers for feedback on your service delivery. You can also ask for feedback at
regular intervals, such as after a milestone, a meeting or a performance review.

It is always helpful to hear diverging views and to get insight on your blind spots. That said, not
everyone's opinions matter equally. And so I always say that I don't take criticism from someone
I wouldn't take advice from.

Often times people believe that feedback from individuals in more senior roles than yourself is
all that matters. Although their opinions obviously carry significant weight for your career, often
the best feedback can come from your peers. Those who work directly with you day in and day
out, get to see you at your best and worst far more often than senior leadership. They can help
you identify potential blindspots before your leaders even pick up on them. Find a few trusted
peers that can give you honest feedback, and not only will that help you grow, it will help you
build and strengthen organizational relationships.

Listen to feedback

The second step to use feedback to improve your own performance and development is to listen
to it. Listening to feedback means that you are open, respectful and attentive to what others have
to say. It also means that you are ready to learn from their perspectives, insights and suggestions.
To listen to feedback, you need to be calm, positive and curious. For example, you can thank the
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feedback giver, acknowledge their points, ask clarifying questions and summarize what you
understood. You can also avoid being defensive, argumentative or dismissive of the feedback,
even if you disagree with it or find it hard to hear.

It's also really important to balance the feedback that you are hearing with your own internal
narrative. I know that I tend to take positive feedback for granted ("it wasn't that big a deal",
"anyone could have done that") and focus way too much on the negative; overstating its
importance and dwelling on it in ways that are not always helpful or necessary. It's like the
cartoon I saw years ago. A woman is standing on a stage looking at an audience of hundreds of
people all of whom are applauding wildly. In the second row there is one man with his arms
folded, looking unimpressed. The thought bubble on top of her head reads: "They hated me."

\Giving feedback is hard, not everyone will get it right, even if someone is clumsy with the
feedback or delivers it poorly we still have choices how we want to receive it. At the very least it
can be useful to understand what their perceptions are, even if we disagree with them.

Act on feedback

The third step to use feedback to improve your own performance and development is to act on it.
Acting on feedback means that you are committed, responsible and adaptable to change. It also
means that you are willing to apply what you learned from the feedback to improve your work
performance, behavior and results. To act on feedback, you need to be realistic, specific and
action-oriented. For example, you can identify the key areas of improvement, set SMART
goals, create a plan of action, seek support and resources and track your progress. You can also
celebrate your achievements, reward yourself and share your results with the feedback giver.

Receiving feedback is critical to improvement, however we shouldn't act "blindly" on all the
feedback we receive. I try to be intentional about the actions I take after receiving feedback. I
have seen situations where the receiver of feedback made significant changes based on feedback,
only to discover later that the person providing them with feedback was incorrect.

Monitor feedback

The fourth step to use feedback to improve your own performance and development is to
monitor it. Monitoring feedback means that you are consistent, reflective and responsive to the
feedback process. It also means that you are able to evaluate your performance, measure your
outcomes and adjust your actions accordingly. To monitor feedback, you need to be honest,
objective and data-driven. For example, you can collect evidence of your improvement, compare
your results with your goals, solicit feedback again and identify what worked and what didn't.
You can also seek feedback from multiple sources, use different methods and tools and
document your feedback journey
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Self-check 4
PART I matching
A B
1 Peer Reviews A you can Choose a challenge mindset
2 To develop the skill of taking in B chance to critique their own work
feedback,
3 Manager Evaluation C collaborates, communicates, and
contributes to team objectives
4 Self-Assessment D Review and focuses on performance
metrics, project completion rates, and other
quantifiable aspects.
Part II short answer

1. How get Relevant information to use from own review and the review of others in
planning skills development.
2. Describe questioning self and others to review the process of creative work
3. Why Performance Reviews Matter in the Creative Sector

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