Wells of Ideas: Shared Member’s Interaction.
Wells of Ideas: Shared Member’s Interaction John F. Ekpe, MLS(ASCP)cm, MS.
The caption of Johnson’s 2010 presentation in Ted Talk, “Where good ideas come from,” is an intriguing topic. As a laboratory scientist, manager in an innovative organization, and working in an environment that experiences frequent changes in technology and government regulation, the role requires continuous innovation in the processes and services offered to the customers. In his presentation, Johnson (2010) stated that innovative ideas could come from a liquid network and a slow hunch system.
Olsson et al. (2019) commented that innovation (at the organizational level) refers to the creation or adoption of new ideas or behaviors. Developing innovations in an organization often involves an ambiguous and uncertain journey, but although management cannot ensure innovation success, it can certainly influence its odds. The innovation process in organizations needs to be managed systematically, which requires strategic leadership and direction (e.g., innovation strategy), building an innovative organization (e.g., the structure and climate that enables people to innovate), and networking for innovation.(e.g., both internal and external collaboration).
Several suggestions in the presentation captured my interest. However, I will concentrate on two views addressed by the presenter on how ideas can lead to innovation in an organization. The presenter considered the idea as a network of neurons formed by an individual’s brain, which was never done so. He emphasized that ideas come from a liquid network. This network exists where individuals bounce information in common meeting points such as the lunchroom, conference room, weekly reports review sessions, etc. In his publication, Ekvall (1996, as cited by Olsson, 2019) states that organizational climate creates a recurring pattern of behaviors, attitudes, and feelings that characterize life in the organization. This climate has the potential to influence innovation between staff in an organization. Kawasaki (2014) stressed the importance of having the desire to make meaning to society in thinking about the art of innovation. It is crucial to consider how to improve service to the customer, and then money will follow.
The primary line of reasoning is that idea comes from a liquid network. This is based on the idea that innovation results from different people (staff members) bouncing information around, especially in meeting rooms. Johnson (2010) highlighted in his presentation how a group of physicists who spoke about signal reception from a satellite led to further study that eventually resulted in the invention of the Global Positioning System (GPS). This is a story that I relate to. I have been involved in process and product innovation in a role. In a casual discussion during supervisors' and lead scientists’ stand-up meetings, an idea was raised, which led to the redesign of reagents and processes used in the analysis. After the initial conversation, a three-member pilot team was set up to develop and test the proof of concept (POC). The discussion led to adopting a modified protocol resulting in cost savings, reagents’ stability extension, and time savings.
Encouraging an environment where ideas can linger for years is viewed as a long-term proposal. Still, it has yet to be widely cultivated in most organizations. I subscribe to Johnson’s (2010) view that creating an incubation environment for ideas to thrive is suitable for an organization. The team members must commit to knowledge sharing and creative discussions in different fora and improve the company’s customer offerings. We should let our hunches interact with others, and connecting those hunches can give birth to great innovative ideas in the organization. As Johnson concludes in his presentation, chance favors innovative minds. Therefore, it is crucial to encourage an open and innovative system where the environment can favor the connection of ideas and draw from the wells of innovation existing amongst teams and functional areas in the organization.
References
Dincer et al. 2018. Strategic Design and Innovative Thinking in Business Operations: The Role of Business Culture and Risk Management. Springer International Publishing.
Johnson, S. (2010). Where good ideas come from. TED Talk Show. https://www.youtube.com/watch?v=0af00UcTO-c
Kawasaki, G (2014) The art of Innovation. TEDx Berkeley https://www.youtube.com/watch?v=Mtjatz9r-Vc
Olsson, et al. (2019). Organizational climate for innovation and creativity – a study in Swedish retail organizations, The International Review of Retail, Distribution, and Consumer Research, 29:3, 243-261, https://doi.org/10.1080/09593969.2019.1598470