Distance Does Not Mean Disruption But It Does Mean Dissemination Discipline

In one of the most detailed analysis pertaining to capabilities for engaging disparate groups in the focused effort of innovation creation and validation, Creating Ideas for Innovation – Effects of Organizational Distance on Knowledge Creation Processes” lays down the ground work for not only understanding that ( among other things ) the number of patents generated in a 12 months period can directly indicate how ideation output, in terms of “value” is inter-related with organizational focus and also in the way particular participants in the design and innovation process hold their distances from each other and the work they are focusing on. More, that whereas more radical innovations are furthered by weak ties, incremental innovations instead seem to benefit from stronger communication ties regardless inter and intra the organization in terms of the distance and organizational structure needed to see design and innovation through to its end goal: usage. Unseen communication between seemingly separate groups, individuals, and organisms are in fact not nearly as separate as one might think, and the numbers speak for themselves.

One possible way of making sense of these somewhat surprising observations is that there may be a need for stronger integration mechanisms that can help colleagues from different departments to overcome initial issues related to cognitive distance and something that we are surely seeing in these days of incredibly increased video conferencing activities.
In the end, what type of innovation is aimed for and which knowledge creation processes are most central for the corresponding ideation needs means increased success for the firm. Apples and trains only go together when it’s time to have pie in the dining car but not in apples to apples comparisons for when to you

  

                    

   

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iGNITIATE - Making Radical Innovation Work

When it comes to breaking barriers not only for design, engineering and new product development efforts but the natural progression of innovation, the reality is that making radical innovation work requires the acceptance that the more central the efforts of R&D teams, the more likely that central motivation decreases.

In the very future forward focused work Diversified Knowledge, R&D Team Centrality and Radical Creativity we learn that while centralized networks are usually quite capable of creating and coordination for simple R&D based efforts and problem set, but where decentralized networks are more appropriate for complicated problems task centrality was not associated with group performance and thus higher team communication centrality decreases team members’ motivation for innovation and commitment meaning there is little reason to break barriers and push boundaries. While this might seem counter-intuitive and that group safety is much better suited to central and strong support capabilities we see in fact that more disperse the R&D activities are the more possibility for un-monitored experimentation can take place and thus breakthrough innovation can occur. 

While the above is often the basis for larger organizational concern, the numbers do not lie via a full analysis of 32 R&D teams across seven large international research institutions show how diversified knowledge positively affects team radical creativity and thus paired with a very strong NPD and deign team capability means diversified knowledge (team insiders and team outsiders ) are able to push radical creativity to surprisingly high levels thus increased value organizational growth.   

  

                    

   

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Innovation Subversiveness Means Stickiness Sensitivity

The innovation process means a lot of things to a lot of people but the underlying factor is change - change from a norm to a nuance or a never been seen before. The task of implementing emerging technologies and radical design is no different and when it comes to contracting, all bets are off. But are there other ways to see the light ?

It's often when collective efforts and informal, highly improvised efforts happening ‘below the radar’ that often offer viewports of opportunity to enable change and evolution. Emerging ‘shadow themes' offer alternative mechanisms for unexpected moments of interaction. Factors such as Local Interaction, In Charge But Not In Control, Spontaneity as Risky, and Shadow Theme involvement allow for more than the unexpected to emerge. In Innovation as Improvisation ‘In The Shadow’ we see many alternative factors as to how and why roadblocks for innovators can be overcome and even turned into a positive opportunity for additional breakthroughs to emerge. The whole point of the unexpected design turn of events and the hard fought research initiatives.

  

                    

   

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#iGNITIATE #Design #DesignThinking #DesignInnovation #IndustrialDesign #iGNITEconvergence #iGNITEprogram #DesignLeadership #LawrenceLivermoreNationalLabs #NSF #USNavy #EcoleDesPonts  #Topiade #LouisVuitton #WorldRetailCongress #REUTPALA #WorldRetailCongress #OM #Fujitsu #Sharing #Swarovski #321-Contact #Bausch&Lomb #M.ONDE #SunStar