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Turn team members into innovators Most organizations approach innovation as if it were a sideline activity. Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual. Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work. In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable. Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist: • Focus beats freedom: Direct people to look only for ideas that matter to the business • Insight comes from the outside: Urge people to connect to new worlds • First ideas are flawed: Challenge people to tweak and reframe their initial ideas • Most ideas are bad ideas: Guide people to select the best ideas and discard the rest • Stealthstorming rules: Help people navigate the politics of innovation • Creativity is a choice: Motivate everyone to persist in the five keystone behaviors Using examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace. So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.
Over the past century, educational psychologists and researchers have posited many theories to explain how individuals learn, i.e. how they acquire, organize and deploy knowledge and skills. The 20th century can be considered the century of psychology on learning and related fields of interest (such as motivation, cognition, metacognition etc.) and it is fascinating to see the various mainstreams of learning, remembered and forgotten over the 20th century and note that basic assumptions of early theories survived several paradigm shifts of psychology and epistemology. Beyond folk psychology and its naïve theories of learning, psychological learning theories can be grouped into some basic categories, such as behaviorist learning theories, connectionist learning theories, cognitive learning theories, constructivist learning theories, and social learning theories. Learning theories are not limited to psychology and related fields of interest but rather we can find the topic of learning in various disciplines, such as philosophy and epistemology, education, information science, biology, and – as a result of the emergence of computer technologies – especially also in the field of computer sciences and artificial intelligence. As a consequence, machine learning struck a chord in the 1980s and became an important field of the learning sciences in general. As the learning sciences became more specialized and complex, the various fields of interest were widely spread and separated from each other; as a consequence, even presently, there is no comprehensive overview of the sciences of learning or the central theoretical concepts and vocabulary on which researchers rely. The Encyclopedia of the Sciences of Learning provides an up-to-date, broad and authoritative coverage of the specific terms mostly used in the sciences of learning and its related fields, including relevant areas of instruction, pedagogy, cognitive sciences, and especially machine learning and knowledge engineering. This modern compendium will be an indispensable source of information for scientists, educators, engineers, and technical staff active in all fields of learning. More specifically, the Encyclopedia provides fast access to the most relevant theoretical terms provides up-to-date, broad and authoritative coverage of the most important theories within the various fields of the learning sciences and adjacent sciences and communication technologies; supplies clear and precise explanations of the theoretical terms, cross-references to related entries and up-to-date references to important research and publications. The Encyclopedia also contains biographical entries of individuals who have substantially contributed to the sciences of learning; the entries are written by a distinguished panel of researchers in the various fields of the learning sciences.
Public policy can be considered a design science. It involves identifying relevant problems, selecting instruments to address the problem, developing institutions for managing the intervention, and creating means of assessing the design. Policy design has become an increasingly challenging task, given the emergence of numerous ‘wicked’ and complex problems. Much of policy design has adopted a technocratic and engineering approach, but there is an emerging literature that builds on a more collaborative and prospective approach to design. This book will discuss these issues in policy design and present alternative approaches to design.
How to take advantage of technology, data, and the collective wisdom in our communities to design powerful solutions to contemporary problems The challenges societies face today, from inequality to climate change to systemic racism, cannot be solved with yesterday's toolkit. Solving Public Problems shows how readers can take advantage of digital technology, data, and the collective wisdom of our communities to design and deliver powerful solutions to contemporary problems. Offering a radical rethinking of the role of the public servant and the skills of the public workforce, this book is about the vast gap between failing public institutions and the huge number of public entrepreneurs doing extraordinary things--and how to close that gap. Drawing on lessons learned from decades of advising global leaders and from original interviews and surveys of thousands of public problem solvers, Beth Simone Noveck provides a practical guide for public servants, community leaders, students, and activists to become more effective, equitable, and inclusive leaders and repair our troubled, twenty-first-century world.
Many technical obstacles to effective innovation no longer exist: today, companies possess global networks that can connect with knowledge from virtually any source. Today’s challenge is to collaboratively transform that knowledge into higher-value innovation. Their book introduces groundbreaking strategies and models for consistently achieving this goal. Authors Alpheus Bingham and Dwayne Spradlin draw on their own experience building InnoCentive, the pioneering global platform for open innovation (a.k.a. "crowdsourcing"). Writing for business executives, R&D leaders, and innovation strategists, Bingham and Spradlin demonstrate how to dramatically increase the flow of high-value ideas and innovative solutions both within enterprises and beyond their boundaries. They show: Why open innovation works so well. How to use open innovation to become more agile and entrepreneurial. How to access Idea Markets more quickly, and get more value from them. How to overcome new forms of "Not Invented Here" syndrome. How to implement cultural, organizational, and management changes that lead to greater innovation. New trends in open innovation–and the opportunities they present. The authors present many new open innovation case studies, from P&G and Eli Lilly to NASA and the City of Chicago.
"The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, Google Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question. There is a way to do better. The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers. It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.
This is a practical anthology of some of the best elementary problems in different branches of mathematics. Arranged by subject, the problems highlight the most common problem-solving techniques encountered in undergraduate mathematics. This book teaches the important principles and broad strategies for coping with the experience of solving problems. It has been found very helpful for students preparing for the Putnam exam.
How do you deal with problems? Find out in this bold, humorous, and surprisingly insightful picture book that personifies "problems" as creatures, and skillfully teaches readers (big and small!) how to handle one when it appears. Have you ever met a problem? They come in all shapes and sizes, and can pop up at the most inconvenient times. But you should know some things about problems that will help you make them disappear... This picture book's original take on managing emotions, and emphasis on communication, will help little ones and grown-ups alike naviagate their peskiest problems. THE PROBLEM WITH PROBLEMS is filled with social-emotional learning-based advice for every kind of situation, wrapped lovingly in the lyrical prose of award-winning children's poet Rachel Rooney.
2018 Nautilus Book Awards Silver Winner What if you could unlock a better answer to your most vexing problem—in your workplace, community, or home life—just by changing the question? Talk to creative problem-solvers and they will often tell you, the key to their success is asking a different question. Take Debbie Sterling, the social entrepreneur who created GoldieBlox. The idea came when a friend complained about too few women in engineering and Sterling wondered aloud: "why are all the great building toys made for boys?" Or consider Nobel laureate Richard Thaler, who asked: "would it change economic theory if we stopped pretending people were rational?" Or listen to Jeff Bezos whose relentless approach to problem solving has fueled Amazon’s exponential growth: “Getting the right question is key to getting the right answer.” Great questions like these have a catalytic quality—that is, they dissolve barriers to creative thinking and channel the pursuit of solutions into new, accelerated pathways. Often, the moment they are voiced, they have the paradoxical effect of being utterly surprising yet instantly obvious. For innovation and leadership guru Hal Gregersen, the power of questions has always been clear—but it took some years for the follow-on question to hit him: If so much depends on fresh questions, shouldn’t we know more about how to arrive at them? That sent him on a research quest ultimately including over two hundred interviews with creative thinkers. Questions Are the Answer delivers the insights Gregersen gained about the conditions that give rise to catalytic questions—and breakthrough insights—and how anyone can create them.
The next twenty years will be completely unlike the last twenty years. The world is in economic crisis, and there are no easy fixes to our predicament. Unsustainable trends in the economy, energy, and the environment have finally caught up with us and are converging on a very narrow window of time—the "Twenty-Teens." The Crash Course presents our predicament and illuminates the path ahead, so you can face the coming disruptions and thrive--without fearing the future or retreating into denial. In this book you will find solid facts and grounded reasoning presented in a calm, positive, non-partisan manner. Our money system places impossible demands upon a finite world. Exponentially rising levels of debt, based on assumptions of future economic growth to fund repayment, will shudder to a halt and then reverse. Unfortunately, our financial system does not operate in reverse. The consequences of massive deleveraging will be severe. Oil is essential for economic growth. The reality of dwindling oil supplies is now internationally recognized, yet virtually no developed nations have a Plan B. The economic risks to individuals, companies, and countries are varied and enormous. Best-case, living standards will drop steadily worldwide. Worst-case, systemic financial crises will toss the world into jarring chaos. This book is written for those who are motivated to learn about the root causes of our predicaments, protect themselves and their families, mitigate risks as much as possible, and control what effects they can. With challenge comes opportunity, and The Crash Course offers a positive vision for how to reshape our lives to be more balanced, resilient, and sustainable.