57614 Creativity, Innovation and Strategy
The Complete Study & Assessment Guide · Spring 202657614 Overview
- University of Technology Sydney
- Spring 2026
- Postgraduate coursework
- 6 credit points
Wicked strategy in 57614 begins by refusing the false comfort of one final problem definition.
- Assessment Exploring a Wicked Problem 45%; Creative Portfolio of Wicked Strategies 55%.
- Alias control 57614 and 57814 share one current shell and one product.
- Strategy route Frame → system/power → stakeholder → portfolio → learning.
- Offering Spring 2026 · UTS · 6 credit points.
What you get in the full 57614 Study & Assessment Guide
- 6 chapters, 20 pages — every assessed topic, week by week
- 10 original practice questions
- 6 worked examples, solved the way 57614 marks
- 18 computed figures, redrawn from the course’s own numbers
- Before-you-submit checklist for the Creative Portfolio of Wicked Strategies (55%) — what markers reward, what costs marks
Free on this page: assessment table, chapter map, one worked example, key terms, FAQ. The rest is in the full study & assessment guide.
How 57614 is assessed
| Component | Weight | Format |
|---|---|---|
| Exploring a Wicked Problem | 45% | Week 6 |
| Creative Portfolio of Wicked Strategies | 55% | Final assessment period |
The combined 57614/57814 Spring shell publishes two tasks totalling 100%. No distinct 57814 assessment was found.
What other students are asking about 57614
- Where can I find lecture notes or study guides for 57614 at UTS?
- The 57614 study guide in AskSia Library covers Creativity, Innovation and Strategy in 6 chapters, with the assessment table, a chapter-by-chapter topic map, key terms and a worked example, free to read on this page.
- Is there a final exam in 57614?
- No final exam is listed in the offering this AskSia Library guide is built from; 57614 is assessed by Exploring a Wicked Problem 45%, Creative Portfolio of Wicked Strategies 55%.
- What does 57614 cover on culture, myth and performativity?
- In AskSia Library's 57614 guide, the Culture, Myth and Performativity chapter explains cultural myth · performativity · strategic framing.
- What does 57614 cover on power, discourse and structural change?
- In AskSia Library's 57614 guide, the Power, Discourse and Structural Change chapter explains power · discourse · structural change.
- What does 57614 cover on organisational frames and creative flow?
- In AskSia Library's 57614 guide, the Organisational Frames and Creative Flow chapter explains organisational frame · reframing · creative flow.
What 57614 covers
The path runs from Wicked Problems, Systems and Equifinality through Organisational Frames and Creative Flow to Stakeholders, Persuasion, Narrative and Strategic Portfolio.
Wicked Problems, Systems and Equifinality
wicked problem · systems thinking · equifinalityWicked Problems, Systems and Equifinality equips students to frame contested problems as changing systems with multiple defensible intervention pathways.
- wicked problem
- systems thinking
- equifinality
- frame contested problems as changing systems with multiple defensible intervention pathways
- A system map is a model of selected relationships, not the complete reality or a licence to avoid choosing.
Culture, Myth and Performativity
cultural myth · performativity · strategic framingCulture, Myth and Performativity equips students to examine how shared meanings and repeated practices make strategic possibilities appear natural.
- cultural myth
- performativity
- strategic framing
- examine how shared meanings and repeated practices make strategic possibilities appear natural
- Interpretive analysis should be tied to observable language, ritual, decision and consequence rather than guessing hidden belief.
Power, Discourse and Structural Change
power · discourse · structural changePower, Discourse and Structural Change equips students to locate who can define problems, allocate resources and silence or enable alternatives.
- power
- discourse
- structural change
- locate who can define problems, allocate resources and silence or enable alternatives
- Power is relational and multi-source; formal authority alone does not capture expertise, dependency or resistance.
Organisational Frames and Creative Flow
organisational frame · reframing · creative flowOrganisational Frames and Creative Flow equips students to use competing organisational lenses and enabling conditions to generate more than one plausible strategy.
- organisational frame
- reframing
- creative flow
- use competing organisational lenses and enabling conditions to generate more than one plausible strategy
- More frames do not guarantee a better choice; options still require evidence, feasibility and stakeholder testing.
Creative Destruction, Technology and Innovation
creative destruction · innovation system · responsible innovationCreative Destruction, Technology and Innovation equips students to evaluate innovation as recombination, displacement and adoption rather than novelty alone.
- creative destruction
- innovation system
- responsible innovation
- evaluate innovation as recombination, displacement and adoption rather than novelty alone
- Forecasts of disruption are contingent and should not be treated as an automatic law or moral permission.
Stakeholders, Persuasion, Narrative and Strategic Portfolio
stakeholder salience · strategic narrative · strategy portfolioStakeholders, Persuasion, Narrative and Strategic Portfolio equips students to assemble a portfolio of interventions that earns support, tests assumptions and learns across stakeholder consequences.
- stakeholder salience
- strategic narrative
- strategy portfolio
- assemble a portfolio of interventions that earns support, tests assumptions and learns across stakeholder consequences
- Persuasion cannot substitute for consent, evidence or remedy where stakeholders bear material harm.
Creativity, Innovation and Strategy is a UTS postgraduate subject worth 6 credit points, offered in Spring 2026 and shared with the 57814 teaching shell; the two codes are represented by one product with an explicit alias.
The subject combines wicked problems, systems thinking and equifinality. Students map interacting relationships and competing values, but mapping is not an excuse for inaction.
A useful intervention states boundary, stakeholder, mechanism, uncertainty and a signal that will change the next decision.
Wicked problems remain contested because attempts to address them change the system and reveal new consequences.
The task is therefore to frame responsibly, protect against immediate harm, test uncertain pathways and build capability for adaptation rather than claim permanent solution.
Culture and myth shape what counts as sensible strategy. Repeated stories can naturalise organisational arrangements, while performative categories and measures encourage people to become what the metric rewards.
Strategic reframing surfaces those effects and creates alternate accounts.
Power is present in formal decisions, agenda control, expertise, networks and the capacity to refuse. Participation is meaningful only when affected evidence can change boundaries, options or resources.
Communication without influence may reproduce the same structure under a more inclusive appearance.
Structural change ties principle to decision rights, budgets, rules, routines and consequence. Training and narrative can support it, but cannot substitute for altered incentives and authority.
The guide asks which institution or actor owns each change and what outcome will demonstrate it.
Organisational frames provide deliberate variety. Structural, human, political and symbolic interpretations foreground different causes and levers.
Reframing works when the options remain testable against evidence, feasibility and affected stakeholders rather than being combined into an unfalsifiable list.
Creative flow is treated as a condition to design, not a demand for heroic overwork. Goals, feedback, concentration and skill–challenge balance can enable useful exploration.
Rest, collaboration, dissent and the ability to stop remain part of responsible creative work.
Creative destruction highlights value and displacement together. Innovation can recombine capabilities and open markets while eroding roles, firms or institutions.
A strategic assessment maps transition burden, timing, complementary capability and who funds adaptation or remedy.
Technology belongs to an innovation system of data, users, infrastructure, finance, institutions and rules. Performance in a prototype is not proof of adoption or outcome.
Responsible innovation links anticipation, inclusion, reflexivity and responsiveness to concrete design and deployment gates.
Stakeholder salience helps prioritise attention through power, legitimacy and urgency, but it should not erase low-power groups that bear serious or long-lived harm.
Strategic narrative must retain their evidence and explain who acts, who benefits and who carries transition cost.
A strategy portfolio coordinates protection, experiments and capability across time. Each element needs an assumption, resource, evidence gate and stopping rule.
Portfolio management reallocates when learning arrives rather than protecting a flagship idea because of status or sunk cost.
The combined 57614/57814 Spring shell publishes two assessments totalling 100%: Exploring a Wicked Problem is 45%, and the Creative Portfolio of Wicked Strategies is 55%.
No distinct 57814 assessment stream was found, so an alias is safer than duplicate products.
The first task should establish the system and contested frames with credible stakeholder research.
The second should turn that understanding into a coherent portfolio of strategic interventions, showing different mechanisms, risks, narratives and learning rules rather than presenting unrelated creative fragments.
All cases, maps and portfolio prompts here are original. They do not reproduce current assessed questions.
Current UTS instructions control deadlines, format, group rules, submission settings, permitted use of tools and approved adjustments.
A repeatable answer route is frame → system and power → stakeholder consequence → intervention portfolio → learning and review. The route keeps creative work imaginative, political and accountable without claiming an optimal solution where the evidence cannot support one.
Worked example · free
Build one wicked-strategy portfolio
- 1Write competing frames.
- 1Map system, power and stakeholders.
- 1Protect against immediate harm.
- 1Design distinct learning experiments.
- 1Assign evidence gates and rebalancing.
Key terms
- wicked problem
- A socially complex problem whose definition, causes, stakeholders and acceptable solutions remain contested and interdependent.
- systems thinking
- Analysis of relationships, feedback, boundaries and emergent behaviour across a whole rather than isolated parts.
- equifinality
- The possibility that different pathways or configurations can reach a similar system outcome.
- cultural myth
- A widely circulating story that turns historically produced values or arrangements into apparently natural common sense.
- performativity
- The production of social reality through repeated language, categories, measures and practices.
- strategic framing
- Selection and organisation of features that define what the problem is, who matters and which actions seem legitimate.
- power
- The capacity to shape decisions, resources, meanings, agendas or the options available to others.
- discourse
- A patterned way of speaking and knowing that makes some subjects, identities and actions intelligible.
- structural change
- Alteration of durable rules, resources, roles and relationships that reproduce an outcome.
- organisational frame
- A lens that foregrounds selected aspects of organisation, such as structure, people, politics or meaning.
- reframing
- Deliberate movement between interpretations to expose assumptions and generate alternate actions.
- creative flow
- Deep engagement in a challenging activity when goals, feedback and skill–challenge balance support sustained attention.
57614 FAQ
How is 57614 assessed?
Exploring a Wicked Problem 45% and Creative Portfolio of Wicked Strategies 55%.
Is 57814 a separate product?
No. The landed evidence is a combined 57614/57814 shell, represented by the 57814 alias.
What makes a problem wicked?
Its definition, stakeholders, causes and acceptable interventions remain contested and interdependent.
Does systems thinking prevent decisive action?
No. It supports bounded intervention with visible learning and review.
What belongs in a strategy portfolio?
Protection, experiments and capability linked by assumptions, resource logic and evidence gates.
Can persuasion replace stakeholder consent?
No, especially where people bear material harm.
Are these official assessment prompts?
No. All cases and exercises are original practice.
Where are current rules?
Use the live UTS subject and Canvas systems.
Questions students ask in each 57614 chapter
- What is wicked problem?
- A socially complex problem whose definition, causes, stakeholders and acceptable solutions remain contested and interdependent. Chapter 01 · Wicked Problems, Systems and Equifinality
- What is cultural myth?
- A widely circulating story that turns historically produced values or arrangements into apparently natural common sense. Chapter 02 · Culture, Myth and Performativity
- What is power?
- The capacity to shape decisions, resources, meanings, agendas or the options available to others. Chapter 03 · Power, Discourse and Structural Change
- What is organisational frame?
- A lens that foregrounds selected aspects of organisation, such as structure, people, politics or meaning. Chapter 04 · Organisational Frames and Creative Flow
- What is creative destruction?
- The process by which innovation creates new arrangements while displacing existing products, capabilities, roles or institutions. Chapter 05 · Creative Destruction, Technology and Innovation
- What is stakeholder salience?
- The priority accorded to a stakeholder based on combinations of power, legitimacy and urgency. Chapter 06 · Stakeholders, Persuasion, Narrative and Strategic Portfolio
How to prepare for the assessments
Use frame → system/power → stakeholder consequence → intervention portfolio → learning rule, then change one boundary and rebalance.