General information


Subject type: Optional

Coordinator: Esther Wall Gimeno

Trimester: Second term

Credits: 10

Teaching staff: 

Juanjo Zabala Borrego

Skills


Basic skills
  • B4_That students can convey information, ideas, problems and solutions to both specialized and non-specialized audiences

     

  • B5_That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy

     

Transversal competences
  • T2_Demonstrate ability to organize and plan

     

  • T3_The student must be able to develop skills in interpersonal relationships and be able to work within an intra and interdisciplinary team

     

Description


The general objective of the subject is to acquire the basic knowledge, skills and competences to develop creative and innovative projects. These projects are not exclusive to the figure of the entrepreneur, but can be integrated into the day-to-day life of any health professional who works for someone else. For this reason, the innovative attitude will permeate all the initiatives of the different sessions, so that the students understand that everyone, without exception, can have their share of creativity and innovation.

We will know the skills needed to generate new business initiatives for self-employment (entrepreneurship) or others (intrapreneurship). Entrepreneurial skills will help students identify and create market opportunities by transforming ideas into potential businesses.

We will learn how to develop a project and, more specifically, how to do it in a professional context in the field of Health.  

Finally, the subject aims for students to understand that an innovative attitude makes them better professionals and, therefore, makes them more valuable people both for the patients themselves and for the companies that hire them.

Learning outcomes


RA13. It incorporates new techniques for obtaining records and processing information and images in physiotherapy: it formulates projects that integrate the various operations.

RA17. Choose behavior modification techniques that can be used in the different areas of professional action. .

RA56. Develop business projects focused on treatment and prevention through the practice of physical activity for people with risk factors or with chronic pathology

 

 

Working methodology


 

training activities

 

TYPE

ACTIVITY

HOURS

 

Theoretical classes

80 hours

Seminars / Workshops

45 hours

Study and group work

30 hours

Study and autonomous, individual work

95 hours

Total

 250 hours

Contents


1. THE ENTREPRENEURIAL ATTITUDE. 

Entrepreneurship is not an attitude exclusive to the business environment. Nor is it a magical ability that a chosen few are born with. Entrepreneurship is a way that we all develop, many times without realizing it, throughout our lives and in different contexts. . 

2. CREATIVITY AS A WAY OF BEING/DOING.

Constantly in our day-to-day life we ​​make decisions that, more or less consciously and more or less elaborately, force us to reaffirm, question, rethink, elaborate... ideas, operations, beliefs... Creativity is a skill of its own of human cognition and, as such, can be developed.

3. THE IDEA AND THE NEED. THE STARTING POINT.

In a society as complex as ours, successful projects are those that start from a need detected in the environment. Detecting these needs will therefore be fundamental.

4. DEVELOPMENT OF A PROJECT.

In essence, developing a project has the same guidelines, be it business, educational, sports, personal... Knowing the different phases in which the project is developed will be important to conclude it successfully. 

5. BASIC KNOWLEDGE FOR THE DEVELOPMENT OF A PROJECT IN THE BUSINESS CONTEXT.

Companies are very specific contexts, which have their own language, specific needs, specific tools and very important challenges. Getting to know these elements in a basic way is useful, not only to develop a business project, but also to generate new initiatives within an already consolidated project.

6. INNOVATION IN THE FIELD OF HEALTH.

At present, there is practically no qualified professional field that is not obliged to constant updating. The field of Health is no exception, and the professionals who work there have to choose between the effort to innovate and know the latest trends or to be carried away by the comfort of being left behind (with which behaves for its patients).

 

Learning activities


  • MD1. Expository method or master class: to transmit knowledge and to activate the cognitive processes of the student by means of a unidirectional learning
  • MD2. Case study: acquiring learning through the analysis of real or simulated cases
  • MD3. Solving exercises and problems: exercising, rehearsing and putting into practice previous knowledge
  • MD4. Problem-based learning (PBL): developing active knowledge through problem solving
  • MD5. Project-oriented learning: carrying out a project to solve a problem, applying skills and knowledge acquired
  • MD6. Cooperative learning: fostering active and meaningful knowledge in a cooperative way

 

Evaluation system


Assessment systems

Evaluation system

Weighting 

Portfolios

40%

Oral presentation

20%

Self evaluation

20%

Examen

20%

You must pass the portfolio, oral presentation and exam activities with a 5.

The final grade will be the weighted average of the grades.

The different activities will be evaluated as long as class attendance is at least 80%. If this minimum is not reached, the subject's grade will be "Not presented" and you will not be entitled to recovery.

If the total of the subject is suspended, there is the possibility of making up during the make-up period, by taking a make-up exam.

The total or partial copy in any of the learning activities will mean a "Not Presented" in the subject, without option to present in the proof of recovery and without prejudice of the opening of a file for this reason.

REFERENCES


Basic

Ostelwalder A. & Peigner, Y. (2010) Business Model Generation: a handbook for visionaries, game changers and challengers. Wiley published.

Miller, P., Brankovic, A. (2011) “Building a creative culture for Innovation.” IESE Insight, No. 11, Fourth Quarter 2011, pages 51-58.

 

Several authors (2010) Business Creativity Handbook, Create Business Idea.

Leydesdorff, L. (2012). The Triple Helix, Quadruple Helix,…, and an N-tuple of helices: Explanatory models for analyzing the knowledge-based economy ?. Journal of the Knowledge Economy. flight. 3, No. 1, p. 25-35.

Liñán, F .; Fayolle, A. (2015). A systematic literature review on entrepreneurial intentions: citation, thematic analyses, and research agenda. International Entrepreneurship and Management Journal. flight. 11, No. 4, p. 907-933.

Tang, J. Kacmar, M. Busenitz, L. (2012) Entrepreneurial alertness in the pursuit of new opportunities. Journal of Business Venturing 27: 77-94

Upward, A., & Jones, P. (2016). An ontology for strongly sustainable business models: Defining an enterprise framework compatible with natural and social science. Organization & Environment, 29 (1), 97-123.

Van Der Pijl, P., Lokitz, J., & Solomon, LK (2016). Design a better business: New tools, skills, and mindset for strategy and innovation. John Wiley & Sons.

https://www.un.org/sustainabledevelopment/

 

Amabile, TM (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10 (1), 123-167.

 

Amabile, TM (1998). How to Kill Creativity Harvard Business Review 76 (5): 76-87.

of Good, Edward. (1994) Creative thinking: the power of lateral thinking for the creation of new ideas. Paidós Ibérica (12th ed). Barcelona.

Complementary

 

Amabile, TM (1996). The Motivation for Creativity in Organizations. Harvard Business School. Background Notes, 396-240.

Christensen, Clayton (1997) The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Press. Boston.

Csikszentmihaly, M. (1996) Creativity: Flow and the Psychology of Discovery and

Invention, Harper Perennial.

 

Csikszentmihalyi, Mihaly (1998) Creativity. The flow and psychology of discovery and invention. paid Barcelona

Johnson, Steven (2010) Where Good Ideas Come From. The Natural history of Innovation. Riverhead Books. New York.

Abrams and E. Kleiner (2010). The Successful Business Plan: Secrets and Strategies 

Nueno, P. (2009). Undertaking towards 2020. A renewed global perspective on the art of creating companies and their artists. Barcelona: Deusto SA Ediciones.

Amabile, T. (2013). Componential theory of creativity. In E. Kessler (Ed.), Encyclopedia of management theory. (pp. 135-140). Thousand Oaks, CA: SAGE Publications, Inc. doi: http://dx.doi.org/10.4135/9781452276090.n42

Brown, Tim (2008) Design Thinking: Thinking like a designer can transform the way you develop your products, services, processes- and even strategy. Harvard Business Review.

 

Fernández Romero, A. (2005) Creativity and Innovation in companies and organizations. Problem solving techniques. Díaz de Santos. Madrid.

Trias de Bes, F. (2007). The entrepreneur's black book: Do not say you were never warned. Active company.

Miziolek, John. Design Thinking Starts At The Top. Fast Company, November 2, 2012. http://www.fastcompany.com/3002635/design-thinking-starts-top

Osborn, AF (1957) Applied Imagination: Principles and procedures of creative problem-solving, (Revised Ed.). New York: Charles Scribner's Sons.