Innovation Leadership Network

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Actually, People Love Change
Tim kastelle Innovation Leadership Network 2012/11/09

How often have we heard that people resist change, or are afraid of change. Too often. But the evidence does not support the generalization. People embrace change all the time: they relocate, they get married, they have children, they take on new jobs, they buy new things, and so on. As Tim Kastelle says, "The kind of change that people resist is the kind that makes them worse off." Like changes that result in half the staff being laid off, for example. This suggests a natural route for change management: make changes only if they solve real problems, communicate how (and why) the problem is being solved, and (ideally) use solutions recommended by the people most directly impacted. If change originates on the shop floor, actually helps people, and isn't some hammer of God coming down from above, it is far more likely to be embraced.

Today: Total:1272 [Comment] [Direct Link]
Where Does Innovation Fit in Your Business Model?
Tim Kastelle Innovation Leadership Network 2012/10/01

I'm running this item mainly for the useful diagram of business models (it goes without saying that everything must have business models today; if your dog does not have a value proposition and clearly defined customers, then your dog-food should be reconsidered). The idea is that innovation generally fits right in the middle, in the value proposition. What is that, exactly? "A value proposition is a positioning statement that describes for whom you do what uniquely well. It describes your target buyer, the problem you solve, and why you’re distinctly better than the alternatives." So what is online learning's value proposition? And why does it need one? And when we are selling education (as entailed by the logic of the value proposition) who are you selling to, and what value do they expect in return? That's what has been occupying me in my day job recently. Or I'll need to brush up my personal value proposition.

Today: Total:1273 [Comment] [Direct Link]
The Exigency of Extrapolation
Tim Kastelle Innovation Leadership Network 2011/12/12

Good post about some of the difficulties inherent in predicting the future. Tim Kastelle focuses in particular on the use of data to predict student numbers in proposed courses. As Greg Satell says, "The problem starts when smart people in nice suits and lab jackets proclaim that 'the data says...' In truth, the data never says anything. We interpret it in one way or another and there are lots of ways to interpret it incorrectly... The future is hard to predict not just because of our cognitive biases or inexplicable natural events, but because we have the power to make our own future." Today: Total:4457 [Comment] [Direct Link]

The Knowledge Economy is the Economy
Neil Kay Innovation Leadership Network 2010/12/10

The duck-rabbit makes a routine appearance in the blogosphere, but you don't see references to Tversky very often, and the connection between 'knowledge' and 'economy' is usually restricted to discussions of marketing. In this intelligent discussion of the knowledge economy, however, we get instead an intelligent discussion of the impact of framing on our deliberations. "The problem is that even where the existence of knowledge activities is recognized in economics, the convention – or frame – has been to treat them as residuals or add-ons which can somehow be treated as separable and isolatable from "normal" economic activities." Today: Total:636 [Comment] [Direct Link]

David Gauntlett – Making is Connecting
Tim Kastelle Innovation Leadership Network 2010/07/27


Very nice talk from David Gauntlett titled "Making is Connecting." The thrust of this 9 minute video is that new media supports creativity, and this creativity creates happiness through meaningful work and ties with community. Tim Kastelle relates this to his own work (and unknowingly, to mine): "we connect ideas to people. This is the outbound side of Connection. I write about the idea connections that I make in my blog – as people read it, they start connecting with the ideas. I give as many public talks as I can..." Today: Total:1851 [Comment] [Direct Link]

Get Out of the Echo Chamber to Improve Innovation
Tim Kastelle Innovation Leadership Network

I met Ethan Zuckerman in Linz and was impressed by him as a thoughtful and considerate person. His message, embodied in his Global Voices website, is worth embracing. "Exposing ourselves to a wider diversity of ideas is critical. It is especially important in our roles as citizens, but it is also crucial for improving innovation. We need to hear idea that don't simply echo our own." This post links to his TED Global talk. Today: Total:1740 [Comment] [Direct Link]

Experiments – the Key to Innovation
Tim Kastelle Innovation Leadership Network

A major part of the work I do consists of experimentation (like, say, Online Events daily). Often the value of the experiment is so obscure, the results so uncertain, that it could never be mounted as a project - you have to just try something with some quick code and see if it flies. I have a long history of stuff like this, and it's where I generate a great deal of my knowledge. I am far more likely to depend on the results of my actual experiment than on consultants' reports, focus groups, and even user surveys and corporate needs analyses. So I am in agreement with Tim Kastelle here. "To be innovative, we have to try out new ideas. Some of these will fail... We face an environment that is filled with uncertainty. This makes planning dangerous. The best possible way to meet this uncertainty is not with intuition and guesswork, but with experimentation."
Today: Total:617 [Comment] [Direct Link]

You Have to Break Connections to Get Your Ideas to Spread
Tim Kastelle and John Steen Innovation Leadership Network

While there is no doubt that connections break as well as form, there is something wrong here. Part of it, no doubt, resonates from the unstated assumption that ownership (of, say, a car) constitutes a connection. This leaves me uneasy. Another part of it is that the author confuses mass-media marketing - getting your ideas to spread - with network formation. Basically, the author is using network terminology to talk about the well-known phenomenon of vendor lock-in. And in this way it confuses personal habits with social connections. "Even if you're introducing a simple new way of doing things, you have to get people to disconnect from the old ways too." Today: Total:1458 [Comment] [Direct Link]

Fighting the System
Tim Kastelle Innovation Leadership Network

More on working outside the system, with a link to Papert's Why School Reform is Impossible. But it does not follow that "the way to enact big change is to treat it as an evolutionary process." Evolution works with existing entities (organisms, systems, whatever). But this proposes working outside existing entities. Today: Total:600 [Comment] [Direct Link]

Filtering, Crowdsourcing and Innovation
Tim Kastelle Innovation Leadership Network

What I want to say about the 'filtering' approach is that it is fundamentally conservative. What I mean by this is, first, that it retains the traditional role of the content publisher or other gatekeeper as a 'filter', and second, it retains the traditional role for content, as broadcast to "everybody." It's a way to represent social media and networks in such a way as to reassure business-people that nothing will really change at all. But in new media, unfiltered creative content is the norm; filters are the (much ballyhooed, especially by media) exception. And second, audiences are increasingly fragmented and local (though the media, which lives and dies on numbers, focuses on the mass market). Today: Total:850 [Comment] [Direct Link]

Personal Aggregate, Filter & Connect Strategies
Tim Kastelle Innovation Leadership Network

Despite the nice follow-up from Tim Kastelle, the wrong message is still being distributed from the Innovation Leadership Network. It's not just "aggregate - filter - connect." I know it's a nice simple version being used for some business presentations, but to represent the middle step as simply to 'filter' misrepresents what's going on. A dumb machine may filter, but learners and knowledge workers do two very specific things: they remix - which is to say, they bring (possibly filtered) elements from different (possibly filtered) sources together. And then they repurpose - which is to say, they localize, translate, interpret, comment, or in some way add value and their owm perspective to the work. Even a dumb neuron sends out its own signal, and not just a copy of an input signal. It may be the case that business types need it really simplified (such a sad commentary on the business world) but simplifying this idea to such an extreme is an unhelpful bit of rebranding. Today: Total:1279 [Comment] [Direct Link]

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