Surprisingly collaboration requires innovative thinking, and one four
stage process of deliberate creativity has a track record of simple
success.
More often than not, with innovation intersections the perceived risk of
using design, design thinking and breakthrough engineering efforts can
cause organizations to fall back to old habits and negative reactions to
change that had been built up over the years. In particular one
capability via an innovation equation, P=MHA, (performance equals
ability times motivation), where performance is zero if either the skill
or the motivation to
use the skill is zero we find the same hurdle
more often than not: if traditions are more secrecy than openness, more
adversarial than co-operative, and more withholding than sharing, then
no matter what the skill level, no matter what the discussion or
capabilities of a team this may not be able to reach the support
necessary of the firm ( even if given the chance, due to a low
motivation level ) where such a low motivation can be over come. For
example, if team members are thinking " I don't think we should use this
process because I'm not sure it will lead to success in the eyes of my
members (or my hierarchy) " or where there is not a ROI or payment that
can be seen easily, then the capability to let innovation grow are
stifled at the moment of growth.
However where we see specific capability to over take such issues is with Collaborative Problem Solving Through Creativity in Problem Definition
and where one tools of a well proven capability via a simple
two-dimensional model of Distributive-Integrative Bargaining can be
applied to any tool. Yes, bargaining for the motivation of teams can be
connected to relatively non-threatening and non-risky actions in
organizations and which can be applied to almost any process when
applied and handled integratively. It wouldn't be normal to think that
creativity, design and engineering for breakthroughs could be augmented
by innovation bargaining, but in fact, it is possible.
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