Radical innovation: crossing knowledge boundaries with ...

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� teach students to take time to understand parallel disciplines � professional technical skills must be supplemented by other value criteria, and awareness of other disciplines � interdisciplinary practitioners are self-selecting. Professional postgraduate degrees simply licence that selection. � provide PhDs with training in research administration 14.2. Advice for Project Management of the Interdisciplinary Enterprise Working with sponsors � a benevolent sponsor provides fertile ground � seek funding bodies that are open to subversive outcomes � provide a good story to help public funders construct their narrative � reassure sponsors of quality - they can’t see likely outcome Selling the project � leaders must understand what success means to the people they work with � leaders must really care about people, projects, outcomes � have things to show people � a good name is inspiringly concrete, yet sufficiently vague to accommodate diverse aspirations � to sell a complex problem, you need to turn it into a good story � visual rhetorics can offer compelling ‘evidence-base’ to support a new analytic narrative Building the team � combine visionaries, creatives, managers and administrators � allow for the style of people who like to see things closed off � understand patterns of participation (i.e. build teams, don’t just throw everyone together) � provide industry mentors � put expert generalists amongst specialists � designers are skilled at spanning boundaries � theatre people are good at leading / producing interdisciplinarity and innovation enterprises Setting direction � set topic, direction and challenges Innovation and Interdisciplinarity 118
� need not have a clear business model - avoid uniformity � understand consumer needs, aspirations, desires, and preferences � facilitated meetings require an interesting problem � be aware of which ‘users’ you are expected to represent or be accountable to � gain team buy-in for pole-star vision � cherry-pick ideas that attract you � be clear about the invitation outcomes � managers should prescribe principles, not outputs � maintain programme vision, above all individual projects � leaders must synthesise a shared vision, not simply generate a personal one � establish team philosophy Managing projects � Formal management process doesn’t work - you can’t tell people what to do. � define and keep schedules and milestones � have a clear and focussed objective � have a sense of urgency � maintain fear of failure � commitment to deliver, with firm plans of how this is to be achieved. � offer an early win to investors, even if not the main goal � plan for serendipity � respond, don’t plan - restructure and regroup available forces � Follow exciting leads, within a ‘pole-star’ framework � Select and prioritise ideas � have frequent meetings of the team � recognise when the project is approaching a natural end – it will be too early for some collaborators � managers should co-locate with team to spot problems and emergent opportunities Inclusivity � ensure perception of collective decision making � facilitated meetings must take care to include all participants � identify common problems to solve Maintain rhythm of the enterprise � about the people and the journey, not product Innovation and Interdisciplinarity 119
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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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obliquely or in passing as their
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Page 71 and 72: 7. Obstacles to interdisciplinary i
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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
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Page 101 and 102: argued that the well-developed SET
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Page 105 and 106: In a later article on the subject N
Page 107 and 108: One interesting discovery was that
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Page 115 and 116: 14. Appendix D: Advice on how to do
Page 117: technical innovation � utilize ex
Page 121 and 122: � successful researchers have spa
Page 123 and 124: � use visualisation and visual st
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