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from these external circumstances. Our study of radical innovation arising from essentially academic research could be regarded as a straightforward incorporation into an academic context of that zeitgeist into the ambitions of the university sector, with little critical awareness. 13.1.5 Management of innovation Dodgson, M., Gann, D. and Salter, A. (2008). The management of technological innovation. Oxford University Press This book presents a very detailed exposition of the position that we regard as the ‘conventional’ business schools perspective on innovation. Something is invented, and the innovation process that leads to that invention being a commercial success is in the domain of the professional manager. In this book, commercialisation means manufactured products and paid services, and of course innovative combinations of product and service. Economic activity in other sectors (education, health, government) is not mentioned explicitly, though might be assumed to consist of service provision subject to equivalent analysis. Interdisciplinarity is mentioned only in the context of the need for design teams to include multiple perspectives, and in the context of the conditions that lead to research ‘breakthroughs’. Innovation and Interdisciplinarity 114
14. Appendix D: Advice on how to do it Many of our expert witnesses, and many publications, offered lists of advice for the interdisciplinary practitioner or innovator. This appendix presents many of those pieces of advice, reduced to the form of aphorisms. This collection might be of value as a checklist, reminder, or source of inspiration for those developing future innovative interdisciplinary enterprises. The advice below was compiled from the following sources: Griffin, Medhurst and Green, Peter Guthrie, Geof Rayner, David Halpern, Andrew Barry, Tom Rodden, David Cleevely, Alison Rodger, Michael Woods, Gerald Avison, David Robson, Eileen Woods, Patrick Olivier, David Brown, Sharon Baurley, Geoffrey Lloyd, Claire Reddington, Jeremy Baumberg, Stephen Allott, Tom Inns, John Knell, Rose Luckin, Geoff Crossick, USA National Academies report, Parker and Ford, Dodgson Gann and Salter, Whitfield, Parker and Ford. Some attempt has been made to group these aphorisms thematically, but this could be far more rigorous. Rather than a careful content analysis, regard this appendix as a ‘Little Book of Interdisciplinary Innovation’ that you might dip into for serendipitous guidance. 14.1. Advice for Strategic Management, Policy and Organisational Change Strategic management � identify and co-opt redundant resources � subsidise long-term goals through short-term consultancy � remain open to new ideas � maintain a varied portfolio of activity � allocate strategic resource to a task force to attract external support � protect mavericks from the corporate immune system � make grants to individuals, without further restriction � curiosity is a catalyst that compensates for organisational inertia � leaders must enable people – give them time and space � support project initiation and team building � emphasise leadership � provide an environment encouraging team collaboration � managers should create opportunities for collaborators to make connections � innovation requires investment, in transitions from idea to refinement to Innovation and Interdisciplinarity 115
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Technical Report Number 760 Radical
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Radical innovation: crossing knowle
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1.2. Contents 1.1. Executive summar
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2. Introduction Innovation is not a
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2.1. Definitions Several readers of
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perhaps by exploiting emerging tech
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3.1.1 A key enabler: the ‘pole-st
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ought together. � The collective
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these perceptions of lack of discip
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ecause they reconfigure existing ma
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develop and deliver based on the te
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problems of society are complex - a
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analytic consistency. Although not
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expertise might be better utilised.
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intellectual approaches. It is not
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The need for and management of inte
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different language). Rather, they h
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4. Wedding Creativity and Knowledge
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literature (e.g. Klein 1996, Latucc
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our project, if it were possible to
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transmitted to it’, through ‘cr
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e seen as invalid because of the fa
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period of time, both because it is
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where I do not know and like my nei
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interdisciplinary projects. It is a
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developed to stimulate creativity w
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the work of artists (or perhaps pri
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ideological advances. Many projects
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designers. Peter Guthrie 32 and the
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own right, and its ethical foundati
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is conventionally assessed in terms
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Page 87 and 88: 9. Contributors and Acknowledgement
Page 89 and 90: 10. Bibliography Adams, J., Jackson
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