I talked about testing the methodology implemented in HUMlab on new settings and contexts, and the issue of scalability. This came up in the general discussion as well – how an organization changes when there are many more people involved than before. My position is that it is important to keep core staff/faculty relatively small and that expansion should take place in the departments (in our case mainly humanities department and disciplines). This makes it possible to maintain fluidity – the ability to adapt to situations and context quickly as well as having some kind of common conceptual grounding.
HUMlab collaborates intensively and over the last couple of years it has become clear to me that it makes sense to form partnerships with some of the organizations we work extensively with – to make things clearer and to allow for larger and more long-term ‘takes’. Our collaboration with Kulturverket provides an excellent example for such a development.
Another interesting development for the lab is relating more closely to industry and entrepreneurship. As I said in Amsterdam this is partly something derived from students and faculty in the lab. Therese Örnberg Berglund – for instance – is doing interesting research on mediated communication – and would be interested (I think) in taking some of the results to the commercial arena. We are doing work in digital cultural heritage that has commerical bearing. It is important not to be dependent on money from industry to run the lab, but I honestly think that both we, companies and entrepreneurs in the lab could benefit from us (and the others) engaging more extensively in this domain. There is quite a bit going on, and I hope we will be able to take it further over the next couple of years.