knowledge integration

Serious Gaming and the Energy Transition

Serious Gaming and the Energy Transition

Collaborative knowledge generation and interactive understanding of complex interrelationships
Janine Gondolf ORCID Icon, Gert Mehlmann, Jörn Hartung, Bernd Schweinshaut, Anne Bauer
Conveying the complexity and multifaceted nature of the energy transition to a broad audience is a challenge. This article demonstrates how interactive serious games on a multitouch table can help make connections tangible and comprehensible. The games and the table were used in various conversational contexts. These are presented here in three case vignettes based on participant observation of the different applications, as well as situated and shared reflection. The vignettes demonstrate how interaction can trigger epistemic processes, enable shifts in perspective, and foster collective thinking, all of which are necessary for shaping the future of society as a whole.
Industry 4.0 Science | Volume 42 | 2026 | Edition 2 | Pages 62-69
Improving the Exchange of Knowledge and Information in Teams

Improving the Exchange of Knowledge and Information in Teams

The KITT-Training and its Support for Knowledge Processes in Work Groups
David Kremer, Bernd Bienzeisler
The heterogeneity of teams - in terms of disciplines and functional affiliation within the company - turns out to be both chance and challenge relating to the effectiveness of the team members. The mix of employees with differing educational and professional background allows for coping with highly complex tasks, on the one hand. On the other hand, it often leads to highly varying perspectives and preferences within the team, resulting in disagreements and lower work efficiency. Therefore, on the basis of an extensive research project in the area of rapid prototyping, the Knowledge Integration Training for Teams - KITT has been developed. It offers behavioural strategies for managing typical barriers of knowledge and information exchange in interdisciplinary teams.
Industrie Management | Volume 21 | 2005 | Edition 3 | Pages 63-66