Post by Leslie on Apr 6, 2021 4:33:28 GMT
Innovation – Lesson #2
B. Post: Respond to the following questions:
How do you engage a team in innovating when they have anxiety around change?
Using the innovation constraints model presented in the chapter, I would identify the constraint(s) we face as a team.
Are the constraints:
Individual – One member of our team is not buying in or fully contributing,
Group – Our team does not see the benefit; is hesitant and kills the momentum
Organizational – There is little belief among the team that the organization will fully back the effort with material resources and finances
Oppositional to industry standards and expectations – are we attempting to deconstruct something that everyone believes in?
Societal – Would the change be seen as taboo or too off putting?
Technological – Do we have access to the technology necessary to fully execute?
Through on-going brainstorming, I would seek to mitigate the fear the team is experiencing. I think the issue of trust or the lack of trust also impacts this situation. I would need to test the theory that team members do not feel supported and that there is not enough trust. I would also want to identify if the team’s anxiety resulted from my own ambiguity; have I given the specific information needed for the team to envision change without a visceral reaction? I would also push where possible for incremental change. Change that is not discernable immediately.
What is the relationship between innovation and steady state? Should innovation be embedded in steady state?
Steady State is defined as all variables are constant in spite of ongoing processes that strive to change them. I believe innovation is the “shooting star” that launches off the steady state. The steady state provides foundation and stability while innovation gets ripe and waits for its chance to take flight.
D. Post on the Discussion Board and Be Prepared To Discuss in Class based on the Apollo 13 videos:
Where did you see innovation?
In clip #1 the young engineers’ willingness to defy conventional wisdom and provide facts/numbers to back his plan. When he said, “I have been working on this for an hour”, it proved he was out thinking the situation, not waiting for an answer…he was coming up with the answers to questions that had yet to be asked.
What innovations intrigued you the most?
The group dynamics that went from a frenzied search for answers to the gradual buy-in of the team for what the young engineer described as a solution. I also think the lead engineer showed an innovative spirit since he was quickly able to see the value of the young engineers’ plan and help develop the plan further by having the team use critical thinking skills to develop their plan of action.
What was the team’s response to the need to innovate?
They understood the need to innovate, however, initially, all they provided were the reasons nothing would work. They were all responding based on conventional wisdom.
How did the leader drive innovation?
He listened to everyone, but still kept pushing. He took the stand that no American astronaut had ever been lost and was determined to maintain that goal. When he heard an idea that perhaps he had not considered, he allowed the idea to take shape. He supported the idea and the young engineer who thought of it, in spite of no evidence proving it would work and the serious repercussions if it failed.
B. Post: Respond to the following questions:
How do you engage a team in innovating when they have anxiety around change?
Using the innovation constraints model presented in the chapter, I would identify the constraint(s) we face as a team.
Are the constraints:
Individual – One member of our team is not buying in or fully contributing,
Group – Our team does not see the benefit; is hesitant and kills the momentum
Organizational – There is little belief among the team that the organization will fully back the effort with material resources and finances
Oppositional to industry standards and expectations – are we attempting to deconstruct something that everyone believes in?
Societal – Would the change be seen as taboo or too off putting?
Technological – Do we have access to the technology necessary to fully execute?
Through on-going brainstorming, I would seek to mitigate the fear the team is experiencing. I think the issue of trust or the lack of trust also impacts this situation. I would need to test the theory that team members do not feel supported and that there is not enough trust. I would also want to identify if the team’s anxiety resulted from my own ambiguity; have I given the specific information needed for the team to envision change without a visceral reaction? I would also push where possible for incremental change. Change that is not discernable immediately.
What is the relationship between innovation and steady state? Should innovation be embedded in steady state?
Steady State is defined as all variables are constant in spite of ongoing processes that strive to change them. I believe innovation is the “shooting star” that launches off the steady state. The steady state provides foundation and stability while innovation gets ripe and waits for its chance to take flight.
D. Post on the Discussion Board and Be Prepared To Discuss in Class based on the Apollo 13 videos:
Where did you see innovation?
In clip #1 the young engineers’ willingness to defy conventional wisdom and provide facts/numbers to back his plan. When he said, “I have been working on this for an hour”, it proved he was out thinking the situation, not waiting for an answer…he was coming up with the answers to questions that had yet to be asked.
What innovations intrigued you the most?
The group dynamics that went from a frenzied search for answers to the gradual buy-in of the team for what the young engineer described as a solution. I also think the lead engineer showed an innovative spirit since he was quickly able to see the value of the young engineers’ plan and help develop the plan further by having the team use critical thinking skills to develop their plan of action.
What was the team’s response to the need to innovate?
They understood the need to innovate, however, initially, all they provided were the reasons nothing would work. They were all responding based on conventional wisdom.
How did the leader drive innovation?
He listened to everyone, but still kept pushing. He took the stand that no American astronaut had ever been lost and was determined to maintain that goal. When he heard an idea that perhaps he had not considered, he allowed the idea to take shape. He supported the idea and the young engineer who thought of it, in spite of no evidence proving it would work and the serious repercussions if it failed.
