Radical innovation: crossing knowledge boundaries with ...

More documents

Recommendations

Info

� act as navigator, maintaining rhythms of divergence/convergence � gradual reconceptualisation can open new possibilities for action � short term interdisciplinary projects are unlikely to be effective unless the team already know each other. � creativity happens serendipitously. Directed mechanisms shut down possible outcomes � build incrementally with contributions from all sides � be willing to take risks � analysis can result in crises of indecision - and delivery trumps analysis � recognise potential for high impact � engage in horizon scanning � longer term results can set whole new agendas � don’t lose human touch when scaling up Outcomes � knowledge is ‘transferred’ at the moment of collaborative creation, not as a separate outcome � diverse perspectives make you prepared for unanticipated threats � there are always unintended benefits, continuing many years later � projects produce legacy of people / social capital � arts and humanities introduce forms of knowledge that embrace imagination and uncertainty � arts and humanities contribute complexity and ambiguity to society � may need multiple projects before real benefits become clear 14.3. Career Advice for the Interdisciplinary Practitioner Personal histories � pay your dues in a traditional discipline � people who are effective at interdisciplinary working forget what it cost them � successful researchers have more seniority in their fields. � successful researchers have some independence from career-oriented evaluation (e.g. not having to use the research for RAE) � successful researchers have networks across a range of disciplines � successful researchers have previous histories of interdisciplinary collaboration � successful researchers have history of moving across disciplines Innovation and Interdisciplinarity 120
� successful researchers have space/locations that enable cross-disciplinary working How to behave � coin novel, playful terminology - don’t assume disciplinary habits � leaders must be both bossy and motherly, patient and passionate � leaders must be interactive, social, with a light touch � be playful in early stages, engage in experiments and avoid theory � revel in reflected glory - requiring humility � be exploratory � embrace chaos � be humble - dominant ‘alpha males’ can be destructive � be patient - pain of learning multiple skills, not just waiting for outcomes � be brave - self confidence, and willingness to take risks (both costs and career) � prototype, incubate, learn - experiment and reflect � leaders must be cooperative, not competitive � leaders must be patient and supportive - “nice people” � leaders must be prepared to not be centre of attention � innovation agendas demand collaborative (feminine) social networking skills � leaders must be exceptionally secure � leaders must be keen to learn � freedom and flexibility (for serendipitous findings) arise from generosity Communication skills � consultants are skilled at translating knowledge across domains � teach students to communicate effectively � successful researchers have good interpersonal skills and communication skills � start with relationships not transactions to establish trust � establish personal professional networks � listen to others and explain yourself Being open � leaders must be able to say they don’t understand � expert outsiders are good at asking stupid questions � stay interested in the bigger picture � look beyond boundaries � follow threads into other contexts Innovation and Interdisciplinarity 121
Page 1 and 2:
Technical Report Number 760 Radical
Page 3 and 4:
Radical innovation: crossing knowle
Page 5 and 6:
1.2. Contents 1.1. Executive summar
Page 7 and 8:
2. Introduction Innovation is not a
Page 9 and 10:
2.1. Definitions Several readers of
Page 11 and 12:
perhaps by exploiting emerging tech
Page 13 and 14:
3.1.1 A key enabler: the ‘pole-st
Page 15 and 16:
ought together. � The collective
Page 17 and 18:
these perceptions of lack of discip
Page 19 and 20:
ecause they reconfigure existing ma
Page 21 and 22:
develop and deliver based on the te
Page 23 and 24:
problems of society are complex - a
Page 25 and 26:
analytic consistency. Although not
Page 27 and 28:
expertise might be better utilised.
Page 29 and 30:
intellectual approaches. It is not
Page 31 and 32:
The need for and management of inte
Page 33 and 34:
different language). Rather, they h
Page 35 and 36:
4. Wedding Creativity and Knowledge
Page 37 and 38:
literature (e.g. Klein 1996, Latucc
Page 39 and 40:
our project, if it were possible to
Page 41 and 42:
transmitted to it’, through ‘cr
Page 43 and 44:
e seen as invalid because of the fa
Page 45 and 46:
period of time, both because it is
Page 47 and 48:
where I do not know and like my nei
Page 49 and 50:
interdisciplinary projects. It is a
Page 51 and 52:
developed to stimulate creativity w
Page 53 and 54:
the work of artists (or perhaps pri
Page 55 and 56:
ideological advances. Many projects
Page 57 and 58:
designers. Peter Guthrie 32 and the
Page 59 and 60:
own right, and its ethical foundati
Page 61 and 62:
is conventionally assessed in terms
Page 63 and 64:
igour that can be assessed objectiv
Page 65 and 66:
obliquely or in passing as their
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
Page 73 and 74: advancement within the elite hierar
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 and 116: 14. Appendix D: Advice on how to do
Page 117 and 118: technical innovation � utilize ex
Page 119: � need not have a clear business
Page 123 and 124: � use visualisation and visual st
show all

Radical innovation: crossing knowledge boundaries with ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?