Difference between revisions of "ESIP and Innovation"
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| − | Innovation is a common buzzword across all sectors and while a clear definition remains elusive, the problems we are facing are increasingly complex and need new, arguably innovative, approaches. In a recent [http://innovatorsdna.com/ study] by Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen, they looked for common traits found among people thought to be highly innovative. Their conclusion was that innovators consistently do five things: | + | Innovation is a common buzzword across all sectors and while a clear definition remains elusive, the problems we are facing are increasingly complex and need new, arguably innovative, approaches. |
| + | ==Innovator's DNA== | ||
| + | In a recent [http://innovatorsdna.com/ study] by Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen, they looked for common traits found among people thought to be highly innovative. Their conclusion was that innovators consistently do five things: | ||
*''Questioning'' allows innovators to break out of the status quo and consider new possibilities. | *''Questioning'' allows innovators to break out of the status quo and consider new possibilities. | ||
*Through ''observing'', innovators detect small behavioral details—in the activities of customers, suppliers, and other companies—that suggest new ways of doing things. | *Through ''observing'', innovators detect small behavioral details—in the activities of customers, suppliers, and other companies—that suggest new ways of doing things. | ||
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If you ask ESIP members about benefits they get from participating in ESIP activities and meetings it always revolves around their ability to do their own work better. Many mention these components of innovation in their answers ([http://wiki.esipfed.org/images/4/43/ESIP_2012_Meeting_Evaluation_-_Summary_Report_-_ESIP_Winter_2012_Meeting_Evaluation_-60_%281%29.pdf 2012 Winter Meeting Survey])- the benefit of idea exchange, networking or learning new things. These habits and thought processes provide a framework of specific actions and metrics that might be helpful in understanding, explaining to others, what it is about ESIP that makes it a productive space to work and how to continually create an innovative space for the Earth science informatics community to work. This discussion starts with some ideas from The Innovator's DNA. It will be filled out by stories that members tell! | If you ask ESIP members about benefits they get from participating in ESIP activities and meetings it always revolves around their ability to do their own work better. Many mention these components of innovation in their answers ([http://wiki.esipfed.org/images/4/43/ESIP_2012_Meeting_Evaluation_-_Summary_Report_-_ESIP_Winter_2012_Meeting_Evaluation_-60_%281%29.pdf 2012 Winter Meeting Survey])- the benefit of idea exchange, networking or learning new things. These habits and thought processes provide a framework of specific actions and metrics that might be helpful in understanding, explaining to others, what it is about ESIP that makes it a productive space to work and how to continually create an innovative space for the Earth science informatics community to work. This discussion starts with some ideas from The Innovator's DNA. It will be filled out by stories that members tell! | ||
| − | ==Observing== | + | ===Observing=== |
Innovators are constantly observing how things are done. Observation allows for problems and solutions to emerge. Innovators carefully, consistently and intentionally look at the details and then ask questions. | Innovators are constantly observing how things are done. Observation allows for problems and solutions to emerge. Innovators carefully, consistently and intentionally look at the details and then ask questions. | ||
| − | ==Questioning== | + | ===Questioning=== |
Innovators ask provocative questions - what if? why? why not? They think about opposites and don't panic about picking a solution. Instead, they are able to synthesize the two, creating a superior solution. Finally, the questions provide constraints - what if we were legally required... what if we were prohibited from doing what we do now? | Innovators ask provocative questions - what if? why? why not? They think about opposites and don't panic about picking a solution. Instead, they are able to synthesize the two, creating a superior solution. Finally, the questions provide constraints - what if we were legally required... what if we were prohibited from doing what we do now? | ||
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* Is that because some element of ESIP's organization makes it somehow inherently innovative? | * Is that because some element of ESIP's organization makes it somehow inherently innovative? | ||
| − | ==Experimenting== | + | ===Experimenting=== |
Innovators try out new ideas, failing fast and often. Unlike observation, experiments provide interactive experiences to try out, provoke and see what insights emerge. This could be intellectual exploration, not necessarily physical. In an organizational setting, it is important to foster a culture of exploration and experimentation. | Innovators try out new ideas, failing fast and often. Unlike observation, experiments provide interactive experiences to try out, provoke and see what insights emerge. This could be intellectual exploration, not necessarily physical. In an organizational setting, it is important to foster a culture of exploration and experimentation. | ||
* ESIP Testbed - | * ESIP Testbed - | ||
| − | ==Networking== | + | ===Networking=== |
Innovators devote time and energy to finding and testing ideas (observing and experimenting) through a network of diverse contacts with radically different perspectives. Innovators network outside of their own field and attend idea conferences and are constantly making connections to other places not specific to their field. | Innovators devote time and energy to finding and testing ideas (observing and experimenting) through a network of diverse contacts with radically different perspectives. Innovators network outside of their own field and attend idea conferences and are constantly making connections to other places not specific to their field. | ||
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* ESIP acts as an idea conference? | * ESIP acts as an idea conference? | ||
| − | ==Associating== | + | ===Associating=== |
Associating, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovator’s DNA. Associating is only possible because of the exposure to a diverse array of people and ideas through the first four skills. | Associating, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovator’s DNA. Associating is only possible because of the exposure to a diverse array of people and ideas through the first four skills. | ||
| + | |||
| + | ==Types of Innovation== | ||
| + | Clayton Christensen defines several types of innovation in his book "The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail". These definitions might help us focus and understand our conversations: | ||
| + | # Sustaining Innovation is aimed at improving existing products for existing customers. It is driven by those customer's needs, which we understand through working with them. This is by far the most common type of innovation, particularly in mature organizations. | ||
| + | # Disruptive Innovation is aimed at creating products for people and groups that are potential future, not current, customers of an organization. This type of innovation is difficult to justify and implement because organizations are driven by current customer needs. Disruptive innovation can be facilitated by disruptive technologies, but this is not a necessary requirement. | ||
Revision as of 09:59, February 17, 2012
Innovation is a common buzzword across all sectors and while a clear definition remains elusive, the problems we are facing are increasingly complex and need new, arguably innovative, approaches.
Innovator's DNA
In a recent study by Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen, they looked for common traits found among people thought to be highly innovative. Their conclusion was that innovators consistently do five things:
- Questioning allows innovators to break out of the status quo and consider new possibilities.
- Through observing, innovators detect small behavioral details—in the activities of customers, suppliers, and other companies—that suggest new ways of doing things.
- In experimenting they relentlessly try on new experiences and explore the world.
- And through networking with individuals from diverse backgrounds, they gain radically different perspectives.
These four patterns of action together help innovators associate to cultivate new insights. Like DNA everyone inherently has these innovation skills, but no person combines them in the same way. Unlike DNA, the skills can also be practiced, innovators consistently act differently to think differently and by understanding these skills innovation organizationally can be enhanced.
If you ask ESIP members about benefits they get from participating in ESIP activities and meetings it always revolves around their ability to do their own work better. Many mention these components of innovation in their answers (2012 Winter Meeting Survey)- the benefit of idea exchange, networking or learning new things. These habits and thought processes provide a framework of specific actions and metrics that might be helpful in understanding, explaining to others, what it is about ESIP that makes it a productive space to work and how to continually create an innovative space for the Earth science informatics community to work. This discussion starts with some ideas from The Innovator's DNA. It will be filled out by stories that members tell!
Observing
Innovators are constantly observing how things are done. Observation allows for problems and solutions to emerge. Innovators carefully, consistently and intentionally look at the details and then ask questions.
Questioning
Innovators ask provocative questions - what if? why? why not? They think about opposites and don't panic about picking a solution. Instead, they are able to synthesize the two, creating a superior solution. Finally, the questions provide constraints - what if we were legally required... what if we were prohibited from doing what we do now?
- What specific ESIP events have helped members bring innovative ideas back from ESIP meetings to their organizations?
- How have other ESIP members helped to effectively bring those ideas to fruition?
- Is that because some element of ESIP's organization makes it somehow inherently innovative?
Experimenting
Innovators try out new ideas, failing fast and often. Unlike observation, experiments provide interactive experiences to try out, provoke and see what insights emerge. This could be intellectual exploration, not necessarily physical. In an organizational setting, it is important to foster a culture of exploration and experimentation.
- ESIP Testbed -
Networking
Innovators devote time and energy to finding and testing ideas (observing and experimenting) through a network of diverse contacts with radically different perspectives. Innovators network outside of their own field and attend idea conferences and are constantly making connections to other places not specific to their field.
- ESIP specifically attracts members from historically different networks
- ESIP acts as an idea conference?
Associating
Associating, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovator’s DNA. Associating is only possible because of the exposure to a diverse array of people and ideas through the first four skills.
Types of Innovation
Clayton Christensen defines several types of innovation in his book "The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail". These definitions might help us focus and understand our conversations:
- Sustaining Innovation is aimed at improving existing products for existing customers. It is driven by those customer's needs, which we understand through working with them. This is by far the most common type of innovation, particularly in mature organizations.
- Disruptive Innovation is aimed at creating products for people and groups that are potential future, not current, customers of an organization. This type of innovation is difficult to justify and implement because organizations are driven by current customer needs. Disruptive innovation can be facilitated by disruptive technologies, but this is not a necessary requirement.
