Radical innovation: crossing knowledge boundaries with ...

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� 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
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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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the people who ‘identify the obvi
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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 105 and 106: In a later article on the subject N
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Page 115 and 116: 14. Appendix D: Advice on how to do
Page 117 and 118: technical innovation � utilize ex
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