Innovation in Academic Libraries: Theory and Practice Texas Library Association April 13, 2007...
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Transcript of Innovation in Academic Libraries: Theory and Practice Texas Library Association April 13, 2007...
Innovation in Academic Libraries:Theory and Practice
Texas Library AssociationApril 13, 2007
Kathryn DeissACRL Content Strategist
Innovation
…the embodiment, combination, and/or synthesis of knowledge in novel, relevant, valued new products, processes, or services
Dorothy Leonard
The critical nature ofmental models in innovation
“not enough _____”
bad time to risk
may cause disruption in other areas
“we tried that…”
Small Adjustments and Changes short-term solutions
narrowly focused perspective
attachment to present
modesty
Tinkering with the Present
Hold tight! “the new” inspires control
assessment of limitations
the “worry” engine – creativity run amok
The Need for Control
All living systems are disturbed in order to progress
Devil’s advocate problem – Tom Kelley
Provocative of change Creates urgency Surfaces risk Disturbance is…unsettling but
crucial!
Disturbance
Directional vs Intersectional Directional innovation
combines ideas within a field
Intersectional innovation combines ideas at the intersections of different fields resulting in an increased level of possibilities
“The intersection of fields, cultures, and disciplines generates combinations of different ideas, yes; but it also generates a massive number of these combinations. People at the intersection, then, can pursue more ideas in search of the right ones.”
Frans Johanssen
Organizational age Lack of skills Desire for perfection Risk aversion Natural tensions and dichotomies
Barriers to Innovation
Innovation and Org. Age
Mature organization proven track record established resources less likely to take risks less flexible reliance on and
replication of past successful practices
improvisation more difficult
Young organization sparse track record volatile resources more likely to risk more flexible no past to replicate
natural improvisation
Right brain thinking Use of abilities other than verbal Idea generating skills and tools Group facilitation skills Observation and analytical skills Ability to question
Skills Related to Innovation
Drive for premature closure and completeness No feedback loops Limited learning process
Desire for Perfection
Seeking stasis and stabilitySeeking stasis and stability
The disruption effectThe disruption effect
Mixed messagesMixed messages
AnxietyAnxiety
Predictive inclinations & negative Predictive inclinations & negative fantasiesfantasies
Risk Aversion
Dichotomies
Stability Standards
Expertise Performance Certainty
Disturbance Unknown
Consequences and Patterns
Play Practice Risk
Specific to the Public Sector
Little direct competition No analog of profitability Nothing in non-profits that people fear
more than a newsworthy failure PLUS
Dense organizational structure Scarce resources High levels of internal scrutiny
“Whereas in the private sector an innovation merely needs to be profitable to be worth doing, in the public sector innovation must be about doing something worthwhile. . . Second, public sector innovation involves more than simply doing the public’s business well. . . . Third, non-profit and government innovation involves the broader public good. The ultimate purpose of innovation is not to win awards, boost public confidence, or attract foundation support, but to create public value.”
Paul Light
Dichotomies
Stability Standards
Expertise Performance Certainty
Disturbance Unknown
Consequences and Patterns
Play Practice Risk
Dichotomies
Stability Standards
Expertise Performance Certainty
Disturbance Unknown
Consequences and Patterns
Play Practice Risk
Dichotomies
Stability Standards
Expertise
Performance Certainty
Disturbance
Unknown Consequences and Patterns
Play Practice Risk
Dichotomies
Stability Standards
Expertise
Performance Certainty
Disturbance
Unknown Consequences and Patterns
Play Practice Risk
Dichotomies
Stability Standards
Expertise
Performance Certainty
Disturbance
Unknown Consequences and Patterns
Play
Practice Risk
Dichotomies
Stability Standards
Expertise
Performance Certainty
Disturbance
Unknown Consequences and Patterns
Play
Practice
Risk
The Politics of Innovation
Cornelis Drebbel and £20,000 (1624)
societal readiness patterns of behavior (not what
people say but what they actually DO)
political climate building the message
“The most successful people are those who are willing to give up their most successful strategies….”
Richard Foster
How To Get Started
Voluminous idea generation Learn creative thinking tools Develop a tolerance for failure Escape “the end of..” syndrome;
embrace “the beginning of..” way of thinking
Create Radical Trust Develop SARS
Some Final Thoughts
We need to break out of our trusted networks and seek the intersections
We need to reserve resources for trial and error and for prototyping
Learn how to take on multiple perspectives
“Different is not always better but better is always different.”
Rick Luce, ViceProvost & Director of Libraries Emory University