Today, we are pleased to share an insight into our conversation with Dimitri Schuurman. With nearly two decades of professional experience, a strong research background in the theoretical and practical aspects of Living Labs, and a wealth of knowledge to share, we are proud to count with Dimitri Schuurman as a member of EPIC-WE’s Advisory Board.
At EPIC-WE, cross-sectorial collaborations form the very basis of our way of working, from Cultural Game Jams to our internal governance structure. In the project, Dimitri Schuurman bridges the gap between research and practical implementation. He views EPIC-WE as a project that incorporates several Living Lab principles, and in addition, one that uses creative co-creation methods that can offer valuable insights for other Living Labs. Therefore, his role, he says, is to contribute to the knowledge exchange between EPIC-WE and other projects and to ensure that the project’s methodologies align with Living Lab principles, fostering innovation and collaboration across domains.
In case you wonder what Living Labs are, here you can find the definition of the European Network of Living Labs:
“Living Labs are open innovation ecosystems in real-life environments based on a systematic user co-creation approach that integrates research and innovation activities in communities and/or multi-stakeholder environments, placing citizens and/or end-users at the centre of the innovation process.”
The last months at EPIC-WE have seen the full inclusion of our Youth Advisory Members into decision-making and creation processes. Does this integration of Youth align with the envisioned multi-stakeholder model of Living Labs?
By involving Youth on an organisational level, the project is taking an important step forward. One key consideration is the extent to which the Youth members will be involved: will they be motivated to shape the strategic direction of the project, or will they be more interested in short-term participation?, he asks. Regardless, the approach is innovative, whether it succeeds or faces challenges, as the insights can benefit future initiatives.
And does it have the potential to enhance the project’s impact?
Undoubtedly. It is essential that Youth members have a seat at the table, are treated equally, and have an equal voice in decision-making. Their motivation to stay involved can be seen as a key indicator of whether true empowerment has been achieved. In this sense, disengagement would have to lead to reassessment of the approach, to understand what changes are needed to ensure everyone feels valued and included in EPIC-WE.
EPIC-WE is committed to cross-sectoral collaborations, and so, the project welcomes strategies for more unified and synergistic approaches. Are there any strategies or insights of special relevance?
Through his work with Living Labs, Dimitri Schuurman has implemented different strategies to promote cross-sectoral communication and interdisciplinary collaboration. One effective strategy he highlights is organising offline events where participants are grouped into multidisciplinary teams and given tasks or discussion topics in a playful and engaging environment. Another effective method can be to use design-based approaches, in which groups work together to create or prototype something tangible. Providing participants with alternative ways to express themselves (such as through drawing, building, or designing) can foster mutual understanding and ensure that everyone contributes. Ultimately, he continues, it is important to hold multiple iterations.
In this sense, when working in teams, it is important to encourage teams to form organically and to assign roles within them. Rather than imposing specific roles, team members should be allowed to decide among themselves who will take on which responsibility. When combined with clear outcomes and objectives for the team, this approach can significantly enhance the effectiveness of multidisciplinary teamwork.
For example, when working with Youth members, their role changes drastically when they are referred to as “experts on the needs and wants of Youth”, instead of simply ‘young people’. This framing gives them a sense of responsibility and agency, emphasising that their role is to voice and advocate for the needs and perspectives of their peers. The way one addresses them and the titles one assigns to them are crucial in establishing this balance of expertise and fostering mutual respect within the collaboration.
And how can one overcome translation barriers, particularly when participants in the project share the same language but different cultural understandings?
Here, organising exchange sessions where participants can reflect on their experiences could be extremely valuable. These sessions could focus on how they perceive the process, the outcomes, the challenges they faced, and the aspects they particularly enjoyed. The key would be to make these sessions highly interactive, allowing everyone to openly share their thoughts and experiences. While these kinds of sessions work best in an offline setting, it can be challenging to arrange that. Starting with online or hybrid sessions could be a practical way to begin. Facilitating this exchange of ideas and feedback would be highly relevant to improving the process and ensuring everyone’s perspectives are considered.
Thank you, Dimitri.
