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Reminiscence of a better future Syntax for complementary INNOVATION Counseling MCD Conference Doris Wilhelmer, 11. – 13.06. 2009 Some people see problems and ask: „Why?“ I am dreaming dreams and ask „Why not?“ Robert. F. Kennedy Content table 1. 2. Common understanding of innovation – definition Pre-Complementary INNO-Counseling 3. 4. A Paradigm shift…to complementary INNO-Counseling Complementary syntax for innovation counseling 5. Do‘s and Don‘t‘s of expert counseling paradigm Do‘s and Don‘t‘s of process counseling paradigm Paradigm constituting main distinctions 9 critical success rules for complemtary counseling P-o-I: A new model for processing-organizational-innovation OIS-architecture as an intervention for P-o-I context governance Conclusions © systems research (1) Common understanding of innovation Josef Schumpeter “theory of economic development” (1911) Innovation is seen as … creative destruction of structural and procedural patterns … establishment of new combinations and communication patterns … implementation of highly profitable new ideas and technical inventions Modes of innovation: radical (discontinuance) - versus - incremental (continuance) innovation Uncertainty and high risk to be taken by… Entrepreneurs and R&D departments as drivers. External Drivers (versus self organizational processes): Organizations have to adapt to technology break through. The grad of novelty is depending on developments within sectors, nations and regions. © systems research External INNO-Driver-Model 1st – 4th generation EXTERNALLY DRIVEN EXTERNALLY DRIVEN: Technology / Market demand. Market demand with internal sequential or concurrent feedback loops. © systems research External INNO-Driver-Model 5th generation EXTERNALLY DRIVEN EXTERNALLY DRIVEN : Trends Market driven process communicating with different innovation systems. Believe in possibility of “macroeconomic forecasts” of INNO Cycles (Kondratieff / Nefiodow). © systems research Cognition Biology & Management Cybernetics 1950 Insights: Internally driven Innovation based is on “operational closed processes“ tending to Lock-in phenomena W. Ross Ashby's Law of Requisite Variety (1956) „Variety absorbs variety“: Complex situations need complex solutions. Maturana / Varela (1987) „Living systems are able to perceive only ~17 % of external impulses. 83 % of “information” is the result of internal extrapolations within human nerve system. H.v. Foerster (1973 / 1999) “The world, as we perceive it, is our own invention.” „Act always so as to increase the number of choices“. Ethical imperative. © systems research Focus: Products & Services, Instruments & Procedures, organizational structures & processes INNO-Driver-Model 6th generation & Open Innovation INTERNALLY DRIVEN … INTERNAL LY DRIVEN being partner of Cross functional - cross organizational cross INNO-systems generated P-o-I cross organizational innovation networks “inside –out” and “outside-in”.. © systems research (2) Pre-Complementary INNO-Counseling Two INNO-Counseling Approaches Expert counselors believing in …opportunity of instructive management of organizations (input – management procedures / methodologies – expected output). … objectivity of information & possibility of “best practice” apart from specific contexts Systemic counselors seeing organizations as …complex social systems – operational closed communication patterns emerged in past times … autonomous systems which only can be influenced by context management. © systems research … and the impact on “transformation spaces…” PM-Organisation of SpezAd OE architecture of systemic OE Mirroring PM of ClieSys. Top-down structure staffed one half ClieSys & half by SpezAd.. Separate CounSys & ClieSys embedded in Counselling Sys. Co-operation on equal base, neutrality. © systems research Do’s and Don’t’s of …2009 expert counselor (firms…) … assume the role of top management sparing-partners in forcing top-down targets and project management structures. … use deficit diagnoses as energyzing sources for change. Systemic Counselors… … view problem descriptions as a kind of solution for detached contexts … use visions as a source for self transformation processes. … authorize their junior and senior-consultants to assume various project functions within the transformation project. … act as an autonomous system in co-operation with the client system composed of different project functions. This strengthens the links between the advisors and their home organization. (Only clients staff members taking roles within the project organization) … sitting in the board of directors and acting as project-managers, expert counselors are observed as interim managers and top management representatives. … are keeping distance to their client systems. … focus on individuals judging their acts and competences. © systems research This helps them to change proactively between all the different perspectives and interests of clients' system and to co-ordinate clarifying communication processes. Do’s and Don’t’s of …2009 expert counselor (firms…) … act as outsourced experts and servant of top management goals. This prevents top management from selftransformation and provides the stabilization of old patterns within the client system. The lack of meta reflection of advising framework (= project organization) hinders organizational self-transformation processes. Systemic Counselors… … observe and intervene from a neutral perspective and appreciate hierarchical targets and perspectives as one relevant view among others. …systemic counselors try to break dysfunctional communication-patterns in order to facilitate new views and actions between relevant actors. This includes reflection and optimization of counseling architecture in order to remain a helpful transformation framework for the transformation process. © systems research (3) Initial situation - Paradigm shift Co-operate instead of competing against Two counseling paradigms run against own borders… … rejection of organization & “not invented here syndrome”: expert counseling … become part of “log in phenomena”: process counseling Consulting firms for the first time are negatively affected by financial crisis … counselors being critically questioned by clients. … clients expect a combination of clear results targeting top-down interventions, as well as the reactivation of internal strength and implementation efforts. Two counseling paradigms are forced to gain sensibility concerning the logic and operating mode of the different counseling paradigm.. © systems research (4) 1. Complementary Syntax: Self-governance of complementary counselor systems 9 guidelines Voluntary co-operation, time investment in unique identity, speaking with one voice, innovative learning milieu. 2. set & keep borderlines to home systems High flexibility for unique models, new combinations of roles, interventions, architectures, widened scope of options. 3. Symmetrical relationship Based on symmetrical relationship in CounSys. Enables to question interventions. Strengthens self- confidence & cooperation between ClieSys & CounSys. between the counselor and client system 4. Decision making in client systems Based on meta-reflection of presumptions & impacts of decisions. Enlarging ambiguity & options. Helping ClieSys to find it’s own way of pattern breaking & transformation. 5. Complementary mode as Enables speaking Clie’s language deepening trust & positive transformation milieu. Integrative approach cross linking expertise & social implementation strength. an intervention into client systems 6. Integrated complementary architecture as joint governance space 7. Paradox logic Driver for intervention planning & visions 8. View on the innovation systems Important context for processing innovation 9. Complementary innovation counseling as reminiscence of a better future. © systems research Opens a communication space for feedback processes apart from hierarchy. Makes roles & settings modifiable & context tailored. Ritualizes handing over between OE and SpezAdv. Intervention to strengthen a specific perspective in order to support is contrary side: E.g. trust of hierarchy to act neutral apart from hierarchy. Creativity vs. structures, slow vs. speed etc Organizational INNO system including internal and external innovators shaping INNO-paths. Transforms traditional organizational borders of Corporate INNO system linking OIS with CIS. Problem or solution focus is targeting pattern breaking &new info in ClieSys. Putting problems into perspective shows them as solutions for past situations ->self-confidence. Model for processing-organizational innovation (P-o-I) Spencer Brown’s hook INNO beeing a Co-Production OIS actors CIS actors GIS actors OIS = Oganizational Innovation System cross organizational space, pattern breaker. CIS = Coroprate Innovation System regular organization, context of OIS, stability. GIS = Global Innovation System © systems research local, regional, sectoral, global actors; co-authors. OIS-architecture Strategic-framework Function… Strategic framework Medium for context-governance Different elements required in different CIS evolutionary phases. No element of hierarchy but cross functional, organizational, IS “Gap configured”, responding to CIS vacancies. Periodical self-evaluation and self-transformation of OIS (as a CIS pattern-breaker function). Validity period of 3 – 4 years. GIS Engine for self-transformation cross-communication between GIS and OIS actors at fuzzy end of innovation. Implementation of new OIS patterns in daily routines & self transformation of CIS via OIS-architecture Restore functionality of CIS patterns © systems research OIS CIS OIS-architecture: ASSUMPTIONS… Co-production of actors! How to weaken OIS… Context specific capability of Offer INNO-manager pattern breaking actions careers and pay them more money! Implement INNO architecture as a INNO-management function in CIS hierarchy on low level apart from special demands… OIS CIS Forbid OIS actors to co-operate with external INNO actors… © systems research Clear order / demand of CIS Top-Management Critical numbers of OIS actors (5) Conclusions Complementary INNO counseling has widened staff potentials that allow… Complementary INNO counseling Is nothing new. What is new is… … to understand fact-related dimensions of problem descriptions in order to be able to recognize and activate internal know-how within solution processes … the changed communication between formal strong distinct counselors paradigm activating new combination potentials of interventions. … to build up a communication-framework that instantiates client systems to take self-responsibility for problem-solutions …the increasing curiosity of counselors to understand more about the logic of former distinct approaches. … to integrate relevant INNO-actors of GIS in a way that sharing multi-perspective know-how and future expectations helps calculate actual positions and co-create useful contexts for joint co-production of innovation. …the fact that client systems have experienced the limitations of both approaches requiring new combinations in order to fasten self-transformation processes and to survive global changes and crises. © systems research Thank you for your attention! Some people see problems and ask: „Why?“ I am dreaming dreams and ask „Why not?“ Robert. F. Kennedy © systems research