Radical innovation: crossing knowledge boundaries with ...

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selection to diffusion. � establish tenure/promotion policies for ID Establishing interdisciplinary culture � stage highly inclusive launch events � burn a lot of resources to establish common culture � devote significant resources to socialising � orchestrate personal dynamics � maintain collegial atmosphere � personal relationships take time as a necessary first step � leaders must foster respect of each other’s skills, capabilities and work � development of the team requires continual intervention from the leader - simple peer relations are not sufficient � differences in values among a team can be negotiated toward more holistic objectives � people need to be seen and heard Organisational structure � a flat management structure facilitates fast decisions � create a matrix organisation � broad inclusion increases complexity, requiring strict management. � let networked innovation models change hierarchy � centralised resources offer freedom to experiment, but are isolated from local reality of cross-cutting problems � boundaries are not simply barriers, but have positive value � it is possible to influence a large network of people without holding managerial responsibility Stakeholders � managers should establish commitment through agreements � it is essential to take the time to shift priorities, expectations and objectives � involve funding organisations � combine online with physical meetings � do not threaten encumbent senior managers, but offer role model to younger peers � identify supportive ‘champions’ in other departments Evaluation � contextual risk can lead to adventure, but not necessarily recognised as Innovation and Interdisciplinarity 116
technical innovation � utilize experts with breadth and IDR experience for evaluation � establish professional recognition of successful practitioners of IDR Public policy � for long-term impact, influence the young, not the old � finding the ‘lever’ to fix a complex social problem is an elusive goal � economics is a common language for government that demands metrication � local contexts seem to offer opportunity for entrepreneurship, where central government becomes locked in equilibrium � despite current policy, monopoly service providers still seem to offer some of the best opportunities for effective innovation Recruitment � employ people from different cultures � mix mavericks and managers � try to combine explorers, exploiters and deal-makers (the last negotiate quantifiable value) � go beyond staff compliance: you need their deep commitment � as many members of the team as possible should have prior interdisciplinary experience Resources � provide seed/glue money � provide seamless and flexible funding � offer rewards as incentives for academic leaders who foster IDR Facilities � have necessary resources ready-to-hand (just-in-case, not just-on-time) � provide time and space, these are luxuries - personal development comes serendipitously. � enhance chance meetings between researchers, such as on-site cafeterias � provide physical space to co-locate researchers � provide a home for students: a laptop, a desk, and a place to drink coffee � provide shared instrumentation Training � you can provide training in a new inter-discipline, but not multiple disciplines � teach students to take responsibility for initiatives Innovation and Interdisciplinarity 117
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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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igour that can be assessed objectiv
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Page 67 and 68: the people who ‘identify the obvi
Page 69 and 70: order to obtain funding and employm
Page 71 and 72: 7. Obstacles to interdisciplinary i
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Page 75 and 76: New fields of study often arise in
Page 77 and 78: Metrication would not be necessary
Page 79 and 80: kinds of knowledge led to negotiati
Page 81 and 82: 8. Innovation policy - policy for i
Page 83 and 84: impact. Extrinsic impact involves s
Page 85 and 86: One important role for the public p
Page 87 and 88: 9. Contributors and Acknowledgement
Page 89 and 90: 10. Bibliography Adams, J., Jackson
Page 91 and 92: Hallam, E. and Ingold, T. (eds.) (2
Page 93 and 94: Merton, P., and E. Barber. (2004).
Page 95 and 96: Wenger, E. (1998). Communities of p
Page 97 and 98: are expected to be meaningful to th
Page 99 and 100: disciplinary theory bases or termin
Page 101 and 102: argued that the well-developed SET
Page 103 and 104: these disciplines to a subsidiary o
Page 105 and 106: In a later article on the subject N
Page 107 and 108: One interesting discovery was that
Page 109 and 110: innovation might take in practice t
Page 111 and 112: any in-depth analysis into how and
Page 113 and 114: interdisciplinarity as presented to
Page 115: 14. Appendix D: Advice on how to do
Page 119 and 120: � need not have a clear business
Page 121 and 122: � successful researchers have spa
Page 123 and 124: � use visualisation and visual st
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