RECOMMENDED ARTICLES 09
Interesting articles from journals, magazines and newspapers describing relevant aspects of diversity in innovation. Also check out our INNOVERSITY publications
WHY HANG OUT WITH
DIFFERENT PEOPLE
Business Strategy Innovation Blog, November 12th 2009: A blog-entry by innovation guru Tom Peters about innovation tactics, and his 110 recommendations for how to innovate. Many of these tactics describe the need for diversity, with this blog entry describing tactics #17-42 all focusing on why we need to hang out with different customers, employees, people - if we want to keep innovating. As Peter so nicely explains: "Hang out with weird - get more weird. Hang out with dull - get more dull"
Business Strategy Innovation Blog, November 12th 2009: A blog-entry by innovation guru Tom Peters about innovation tactics, and his 110 recommendations for how to innovate. Many of these tactics describe the need for diversity, with this blog entry describing tactics #17-42 all focusing on why we need to hang out with different customers, employees, people - if we want to keep innovating. As Peter so nicely explains: "Hang out with weird - get more weird. Hang out with dull - get more dull"
DENMARK IS FALLING BEHIND ON INNOVATION
Copenhagen CoCreation, October 2009: A blog-entry by Gitte Just about the need to focus on design, co-creation and diversity if Denmark really wants to achieve a position of leader in innovation. Just describes how we "we shall have to collate knowledge from many different fields and apply it in a completely new way" if we want to succeed.
Copenhagen CoCreation, October 2009: A blog-entry by Gitte Just about the need to focus on design, co-creation and diversity if Denmark really wants to achieve a position of leader in innovation. Just describes how we "we shall have to collate knowledge from many different fields and apply it in a completely new way" if we want to succeed.
NETFLIX, INNOVATION, COLLABORATION, DIVERSITY
New York Times, July 2009: An interesting article describing the power of collaboration in teams at Netflix. The example bring together people with complementary skills and combine different methods of problem-solving; and thus provides an excellent example of the benefits of open collaboration in a diversity setting.
New York Times, July 2009: An interesting article describing the power of collaboration in teams at Netflix. The example bring together people with complementary skills and combine different methods of problem-solving; and thus provides an excellent example of the benefits of open collaboration in a diversity setting.
WHEN AND HOW
DIVERSITY BENEFITS TEAMS
Kearney, Gebert & Voelpel, June 2009: Article from Academy of Management Journal, where the authors describe a study of 83 teams from eight organizations, where they examined team need for age diversity, educational diversity, etc to understand how that diversity affects team performance. Age and educational diversity were positively related to these outcomes when team need for cognition was high, rather than low.
Kearney, Gebert & Voelpel, June 2009: Article from Academy of Management Journal, where the authors describe a study of 83 teams from eight organizations, where they examined team need for age diversity, educational diversity, etc to understand how that diversity affects team performance. Age and educational diversity were positively related to these outcomes when team need for cognition was high, rather than low.
DIVERSITY,
INNOVATION AND MENTAL MODELS
Patrick Stähler, June 2009: A blog entry about how diversity in teams helps to overcome mental models that frame and impedes fresh thinking. The solving of a case study (BOSCH) gives an interesting example of how diversity brings about innovation and new thinking
Patrick Stähler, June 2009: A blog entry about how diversity in teams helps to overcome mental models that frame and impedes fresh thinking. The solving of a case study (BOSCH) gives an interesting example of how diversity brings about innovation and new thinking
CAPITALIZING ON CONFLICT (3 pp)
Flanagan & Runde, February 2009: Teams inevitably face conflict. Their challenge is to take advantage of the opportunities inherent within conflict while at the same time lessening its potentially harmful effects. Learning how to create a climate that fosters open, candid communications and that uses constructive communications techniques enables teams to meet this challenge. This paper aims to look at these issues (Strategy & Leadership, 2009, Vol 37, nr. 1, p. 20 - 22).
Flanagan & Runde, February 2009: Teams inevitably face conflict. Their challenge is to take advantage of the opportunities inherent within conflict while at the same time lessening its potentially harmful effects. Learning how to create a climate that fosters open, candid communications and that uses constructive communications techniques enables teams to meet this challenge. This paper aims to look at these issues (Strategy & Leadership, 2009, Vol 37, nr. 1, p. 20 - 22).
CROSS-DISCIPLINARY OBSTACLES TO
INNOVATION
30 January 2009: This great blog-post by Sramana Mitra in Forbes discusses how innovation opportunities going forward will be at the cusps of different disciplines - and how to disagree with that? Mitra calls for us to address the current gap between different industries and sectores if we really want cross-disciplinary innovation to actually make it out of research labs and into the market (Forbes Column by Sramana Mitra)
30 January 2009: This great blog-post by Sramana Mitra in Forbes discusses how innovation opportunities going forward will be at the cusps of different disciplines - and how to disagree with that? Mitra calls for us to address the current gap between different industries and sectores if we really want cross-disciplinary innovation to actually make it out of research labs and into the market (Forbes Column by Sramana Mitra)
NEWCOMERS AS CHANGE AGENTS (15 pp)
By Hansen & Levine, January 2009: In this article the authors describe their truely interesting research findings, in which they have explored the effect of newcomers's behavorial style on team performance. A highly relevant study for anyone interested in managing teams for innovation. Teams' receptivity to newcomers' suggestions and evaluations of newcomers was studied and the implications of the findings for understanding newcomer-induced innovation are discussed (Social Influence, Volume 4, Issue 1 January 2009 , pages 46 - 61)
By Hansen & Levine, January 2009: In this article the authors describe their truely interesting research findings, in which they have explored the effect of newcomers's behavorial style on team performance. A highly relevant study for anyone interested in managing teams for innovation. Teams' receptivity to newcomers' suggestions and evaluations of newcomers was studied and the implications of the findings for understanding newcomer-induced innovation are discussed (Social Influence, Volume 4, Issue 1 January 2009 , pages 46 - 61)