57614 Creativity, Innovation and Strategy

How 57614 is assessed

The combined 57614/57814 Spring shell publishes two tasks totalling 100%. No distinct 57814 assessment was found.

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.

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.

Build one wicked-strategy portfolio

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 to prepare for the assessments

Use frame → system/power → stakeholder consequence → intervention portfolio → learning rule, then change one boundary and rebalance.

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