Abstract
Summary of Report
The purpose of KADK:LAB is to establish a common identity across existing workshops/labs and ensure they represent the state-of-the-art in expertise and facilities, with a particular focus on high-technology.
The ambition of KADK:LAB is to generate value within the immediate KADK community (across the three schools) and with external partners.
KADK:LAB will generate value by:
●strengthening the academic relevance of making and materially focused analytical practices
●sharpening the idea that workshops and labs are spaces of critical reflection supporting ‘thinking through doing’
●spurring innovation and knowledge creation within workshop and lab based practices
●critically responding to emerging trends and cultures within workshop/lab practices, and relevant policy level agendas.
●stimulating synergies between workshops and lab environments
The value that KADK:LAB generates will be applied to achieving a three-fold vision that targets:
●advancing Research/KUV and Teaching activities
●nurturing innovation of workshop/lab practices
●building strategic partnerships within and beyond KADK
The vision and recommendations presented in this report have been developed through a consultation and development process involving:
●Reference to four prior reports
●Interviews with members of the KADK:LAB Working Group
●6 workshops with the KADK:LAB Working Group
●3 workshops with staff representatives of each school
●1 workshop with student representatives from the three schools.
●Visits to relevant external academic and industry facilities
●1 presentation to the KADK Board
●1 presentation to the KADK Rectorate and Heads of Schools
●Frequent meetings between the Project Leader (Mathilde Aggebo) and the ‘KADK:LAB writing group’.
The report also presents recommended strategies aimed at achieving the ambitions of the vision, and fostering a culture that promotes synergies across disciplines and environments, and that can critically respond to emerging societal trends and policy agendas. These strategies are organised by six key areas:
1.Interface with Research/KUV
2.Interface with Teaching
3.Space
4.Organisation
5.Identity
6.Budget and Funding
A number of the strategies reiterate recommendations made by previously commissioned reports. These are supplemented with strategies that target unique opportunities afforded by the prospect of KADK:LAB.
In total, the report presents over 35 strategies. We highlight eight of the most prominent ones below:
●expansion of physical spaces to include flexible mock-up areas
●key appointments to steer KADK:LAB in line with the vision
●brokering and hosting cross-disciplinary pilot research projects
●managing ‘open’ access to all facilities through ‘elective’ courses
●fostering external consultancy to industry/practice
●offering Post-professional short courses in high-technology practices
●continued professional development for workshop/lab staff
●establishing a trans-disciplinary, high-technology focused, Master’s level education
The report also demonstrates how multiple strategies can be intersected through tangible scenarios that support the aims of the vision.
We present four example scenarios:
1.‘softening boundaries’
2.‘residency’
3.‘trans-disciplinary education’
4.‘extended network’
The purpose of KADK:LAB is to establish a common identity across existing workshops/labs and ensure they represent the state-of-the-art in expertise and facilities, with a particular focus on high-technology.
The ambition of KADK:LAB is to generate value within the immediate KADK community (across the three schools) and with external partners.
KADK:LAB will generate value by:
●strengthening the academic relevance of making and materially focused analytical practices
●sharpening the idea that workshops and labs are spaces of critical reflection supporting ‘thinking through doing’
●spurring innovation and knowledge creation within workshop and lab based practices
●critically responding to emerging trends and cultures within workshop/lab practices, and relevant policy level agendas.
●stimulating synergies between workshops and lab environments
The value that KADK:LAB generates will be applied to achieving a three-fold vision that targets:
●advancing Research/KUV and Teaching activities
●nurturing innovation of workshop/lab practices
●building strategic partnerships within and beyond KADK
The vision and recommendations presented in this report have been developed through a consultation and development process involving:
●Reference to four prior reports
●Interviews with members of the KADK:LAB Working Group
●6 workshops with the KADK:LAB Working Group
●3 workshops with staff representatives of each school
●1 workshop with student representatives from the three schools.
●Visits to relevant external academic and industry facilities
●1 presentation to the KADK Board
●1 presentation to the KADK Rectorate and Heads of Schools
●Frequent meetings between the Project Leader (Mathilde Aggebo) and the ‘KADK:LAB writing group’.
The report also presents recommended strategies aimed at achieving the ambitions of the vision, and fostering a culture that promotes synergies across disciplines and environments, and that can critically respond to emerging societal trends and policy agendas. These strategies are organised by six key areas:
1.Interface with Research/KUV
2.Interface with Teaching
3.Space
4.Organisation
5.Identity
6.Budget and Funding
A number of the strategies reiterate recommendations made by previously commissioned reports. These are supplemented with strategies that target unique opportunities afforded by the prospect of KADK:LAB.
In total, the report presents over 35 strategies. We highlight eight of the most prominent ones below:
●expansion of physical spaces to include flexible mock-up areas
●key appointments to steer KADK:LAB in line with the vision
●brokering and hosting cross-disciplinary pilot research projects
●managing ‘open’ access to all facilities through ‘elective’ courses
●fostering external consultancy to industry/practice
●offering Post-professional short courses in high-technology practices
●continued professional development for workshop/lab staff
●establishing a trans-disciplinary, high-technology focused, Master’s level education
The report also demonstrates how multiple strategies can be intersected through tangible scenarios that support the aims of the vision.
We present four example scenarios:
1.‘softening boundaries’
2.‘residency’
3.‘trans-disciplinary education’
4.‘extended network’
| Translated title of the contribution | KADL:LAB Vision Rapport |
|---|---|
| Original language | English |
| Place of Publication | København |
|---|---|
| Publisher | The Royal Danish Academy of Fine Arts, Schools of Architecture, Design and Conservation |
| Number of pages | 110 |
| Commissioning body | The Royal Danish Academy of Fine Arts, School of Architecture |
| Publication status | Published - 10 Mar 2018 |
Artistic research
- No