Radical innovation: crossing knowledge boundaries with ...

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� leaders must be able to adopt other people’s ideas Professional traps � professional qualifications prevent recruitment of necessary complementary perspectives � consultancy can be fundamentally parasitic, not innovative in itself � understand which mode of collaboration you have been recruited to - do not assume an equal partnership Translation and brokerage � leaders are creative brokers / mediator / director / impresarios � leaders must translate between different languages and cultures � create ‘safe space’ of shared understanding between mindsets � successful researchers have willingness to communicate across disciplinary divides, develop a common language � arts and humanities accept there are some things different people know in different ways. � successful researchers have openness to other disciplines’ terminologies, methods, and ways of thinking Skills � a professional is a person competent to make it up as they go along � recognising the value in serendipitous encounters is a craft skill � use design thinking Being reflective � rigorous approaches to innovation are empirical and reflective � professional prestige provides valuable space for reflective practice (but is under threat) � writing a personal reflective journal provides a valuable output, and can be used to spot problems early � reflect and document with social science assistance 14.4. Ways of Working Tricks and techniques � scientists can be happier with speculative discussion when making things � informal representation can be good at crossing boundaries. � a visual systems map can distract collaborators from entrenched disciplinary understanding Innovation and Interdisciplinarity 122
� use visualisation and visual storytelling to tap into tacit knowledge � make use of locality to maximise serendipity � use generative processes: mood boards, narratives, interactive low-tech mockups, ‘quick and dirty’ prototypes � role-play (if thoroughly prepared) offers effective insight into others’ understanding and experience Potential Obstacles – Things to look out for � ensure trust is not destroyed by anxiety (or naivety) over intellectual property � existing IP can be a ‘thicket of patents’ that obstructs innovation with “dead ideas” � IP disputes are common, and negotiations can easily skirt real value � the discourse of technological novelty obscures real creative opportunities � venture capitalists are often anti-innovative, when they focus on technology alone � lack of time is a barrier to success � poor communication is the single biggest problem � avoid calcified disciplines where you have to know what you are talking about � prevent reversion to prior disciplinary habits � if people are prisoners of entrenched views, sidestep or ignore them � be careful of ‘pull’ from those attracted by your work from other fields � avoid building interdisciplinary institutes that create new boundaries � old buildings and constrained spaces prevent collaborative innovation � participatory design is an example of an inter-discipline that ‘trumps’ others, subordinating them Creative tension � there must be conflict - forcing points - out of which fundamental differences come to light � maintain tensions between disciplines � in fruitful collaborations, practice of each discipline has impact on methodologies employed by each participant � arts and humanities undermine certainties of knowledge by introducing alternative historical and discursive perspectives � combine different ways of thinking to provide a richer “ecology” of possible ideas � design training helps you become an ‘expert outsider’ � arts and humanities can ask unexpected questions that lead to more radical Innovation and Interdisciplinarity 123
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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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order to obtain funding and employm
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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
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Page 95 and 96: Wenger, E. (1998). Communities of p
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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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