autumn 2013 leading innovation in a global environment...

Department of Education

Faculty of Arts/University of Aarhus

164 Tuborgvej, 2400 Copenhagen NV,

Denmark T: +45 871 51817 · E: [email protected]

www.laics.net

Autumn 2013 Leading Innovation in a Global Environment – MODULE 3

(15 ECTS) *

Master in Leadership and Innovation in Complex Systems (LAICS)

Module Coordinator:

Hanne Kirstine Adriansen, Associate Professor Dept. of Ed. /AU, [email protected]

Teaching Faculty:


Lotte Darsø, Associate Professor Dept. of Ed. /AU, [email protected]

Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, [email protected]

Stine Haakonsson, Adjunct, CBS [email protected]

Nancy J. Adler, Professor, McGill University Montreal, Canada,

[email protected]

Jacob Buur, Professor University of Southern Denmark, [email protected]

Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca

Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca

Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Christian Bason, Director Mind Lab, www.mind-lab.dk

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture,

www.biggerpicture.dk

* the teaching plan may be subject to minor changes and students will be informed accordingly

http://www.banffcentre.ca/



http://www.mind-lab.dk/

http://www.biggerpicture.dk/


Faculty of Arts/University of Aarhus 164 Tuborgvej, 2400 Copenhagen NV,

Denmark

T: +45 871 51817 · E: [email protected]

www.laics.net

Structure:

LAICS Module 3 consists of three seminars - each lasting 3½ days:

SEMINAR 1: Leading Authentically in a Global Culture (3-6 Sep) 1 ,

The Banff Centre, Banff, Canada

SEMINAR 2: Local ideas for global challenges (7-10 Oct)

Egelund Slot, Fredensborg, Denmark

SEMINAR 3: Leading the Customer Relationship (13-16 Nov)

Hoejstrupgaard Konferencecenter, Helsingør, Denmark

SEMINAR 1 starts w. dinner on Monday 2 Sep and ends with dinner on Friday 6 Sep. SEMINAR 2 starts at 17.00 on Monday 7 Oct and ends at 17.00 on Thursday 10 Oct. SEMINAR 3 starts and ends with lunch at 13.00 first and last day.

Each seminar is followed by a period where the participants complete assignments,

work in groups and participate in virtual dialogue with fellow students. The module

is taught in English. All discussions, assignments and exams, both virtual and

during workshops, will be in English.

Purpose:

This module focuses on leadership, from identifying personal leadership styles and

guiding principles to examining the kind of leadership needed in an organisational

and global context. It examines how global trends influence innovation and

presents analytical and practical tools that deal with global as well as local

innovation opportunities and challenges. The module includes designing and

facilitating sessions for creating innovation and user and customer interaction.

1 This seminar takes place at the Banff Centre of Leadership in Canada – participants should plan for 2 extra travelling

days – departure Monday 2 Sep and return Saturday 7 Sep with arrival in DK Sunday 8 Sep (due to different time zones). Participants are responsible for their own travel itinerary/arrangements.



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Competencies:

Upon completion of Module 3 the student will be able to:

demonstrate ability to apply theories and models from the module in the

analysis of empirical issues using own examples or cases.

explain and compare the different theories and models from the module and

discuss their strengths and weaknesses and applicability on selected example

cases.

facilitate conversations and meetings for enhancing innovative output from

colleagues, networks and customers.

analyse and discuss global trends in relation to leading innovation.

Content:

Theories on leadership styles and leadership principles and reflection on own

leadership.

Global trends that influence opportunities for innovation in organisations.

The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

Theories and approaches to user-driven innovation.

Methods for designing and facilitating different types of meetings.

Learning and Teaching Approach:

The module examines innovation and leadership from a ‘real-world’, practice-based

perspective. The learning and teaching approach emphasizes engaging intellect,

senses, emotions and body as well as artefacts through:

Residential seminars

Group work

Self-study

Peer-learning

Experiential problem-based learning

Playful learning



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Arts-based learning

Lectures

Reflection and Learning Journals

Exam form:

Reflection Report followed by an individual oral exam. A reflection report is a

written report produced by students individually or in groups of two or three. If

written by one student, the reflection report must not exceed 15 normal pages,

including notes and list of literature but excluding appendices. If the reflection

report is written by a group of students, the required number of pages increases

(two students: 20 normal pages, three students: 25 normal pages). Further details

about the reflection report will be provided at Seminar 1.



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SEMINAR 1: Leading Authentically in a Global Culture // 3-6 Sep, The Banff

Center of Leadership, Banff, Canada

Teaching Faculty:

Lotte Darsø, Associate Professor Dept. of Ed. /AU, [email protected]

Nancy J. Adler, Professor, McGill University Montreal, Canada, [email protected]

Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca

Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca

Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Purpose:

At this seminar participants will develop and articulate their innovative leadership story

through arts and storytelling. Participants will reflect and think about other people’s creative

and authentic leadership and they will work on identifying their own style by reflecting on

leadership models from the past and present time. Participants will develop and discuss

important leadership questions and they will work with guiding principles of leadership in

order to identify their own highest future potential.

Upon completion of this seminar the participant will be able to:

articulate their innovative leadership story through arts and storytelling

discuss their own style by reflecting on leadership models from the past and present time

discuss important leadership questions in relation to guiding principles of leadership

Content:

Theories on leadership styles and leadership principles and reflection on own leadership.


http://www.banffcentre.ca/departments/leadership/

http://www.banffcentre.ca/departments/leadership/






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Literature:

Adler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will we do?

Academy of Management Learning and Education, 2006, Vol. 5, No. 4, p. 486 – 499 (14

pages)

Adler, N. J. (2008). I am My Mother’s Daughter: Early Childhood Influences on Leadership

Success, European Journal of International Management, vol. 2, no. 1, 2008, page 6-21 (16

pages)

Adler, N. J. & Hansen, H. (2012). Daring to care: Scholarship that support the courage of our

convictions. Journal of Management Inquiry XX(X) 1–12

Allan, J., Fairtlough, G., & Heinzen, B. (2002). The Power of the Tale: Using Narratives for

Organizational Success, John Wiley & Sons, Ltd., England, chapter 1, pp. 1-20 and chapter

7, pp. 149-176 (48 pages)

Csikszentmihalyi, M. (2003). Good Business. Leadership: Flow and the Making of Meaning,

Hodder & Stoughton – chapter 8, pages 167 – 188 (22 pages) (chapter 7 and 9 should be

read for Seminar 2) - Students are advised to purchase this publication

Darsø, L. (2004). Artful Creation: Learning-Tales of Arts-in-Business, Samfundslitteratur,

case story about Unilever, pages 108 -123 – chapter 7: 161 – 175, chapter 8: 175 – 186 (40

pages)

Drucker, P. F. (1999). Managing Oneself, Harvard Business Review, January 2005, pages

100 – 109 (10 pages)

Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review, March-April

2000, pp. 76 – 91 (16 pages)



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Jaworski, J. (1998). Synchronicity: The Inner Path of Leadership, San Francisco: Berrett-

Koehler Publishers, pages 1 – 14 – chapters 11-13: pages 71 – 83 (+ figure p. 89), chapters

23 and 24: pages 172 – 185 (34 pages)

Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions. Edward

Elgar Publishing, Chap. 2 pp. 15-33 (19 pages)

Nissley, N. (2007). Framing arts-based learning as an intersectional innovation in continuing

management education: The intersection of arts and business and the innovation of arts-

based learning. I: B. DeFillippi & C. Wankel (Eds.), University and Corporate Innovations

Lifetime Learning. Greenwich, CT: Information Age Publishing, pp. 1-33 (33 pages)

Nissley, N. (2007). Creativity and innovation: Good leadership requires a combination of the

two. Leadership in Action, 27(2), pp. 21-22 (2 pages)

Palus, C. J. and Horth, D. M. (2002). The Leaders’s Edge: Six Creative Competencies for

Navigating Complex Challenges. A Joint Publication of the Jossey-Bass Business &

Management Series and The Center for Creative Leadership, Introduction + chapter 1, pp 1

–36 (36 pages)

Scharmer, C. O. (2007). Theory U: Leading from the Future as It Emerges. The Social

Technology of Presencing, chapter 21, pp. 377-442 (63 pages). For participants, who have

not yet attended Module 1, please also read chapter 1 and 2, pp. 1-47 (47 pages)

- Students are advised to purchase this publication

Sternberg, R.J (2003). WICS - A Model of Leadership in Organizations. In Academy of

Management Learning and Education Vol. 2, No. 4 pp. 386-401 (16 pages)

Van de Ven, A.H. et al. (1999). The Innovation Journey. Oxford: Oxford University Press,

chapter 4, p. 95-124 (30 pages) - Students are advised to purchase this publication



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Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic

World, Berrett-Koehler Publishers, San Francisco, chapter 9, pp. 157 – 168 (12 pages)

Zander, R.S. & Zander, B. (2000). The Art of Possibility. Transforming Professional and

Personal Life, Harvard Business School Press, chapter 1, pp. 1-15 , chapter 3, pp. 25-53,

chapter 7, pp. 99-111, chapter 11, pp. 161-181 ( 83 pages) - Students are advised to

purchase this publication

Preparation prior to seminar:

Participants are expected to:

Read the relevant seminar literature in literature list.

Most Admired Leaders session: Select a leader whom you strongly admire—known

personally to you or not—and bring a picture (original or a copy) of your selected leader

to the first day of the Banff seminar, along with a short list of the qualities,

characteristics, and behaviours that make you admire this particular leader. You may

also bring a small text, spoken or written by your most admired leader - it doesn't have

to be a formal speech, it could be an excerpt from an interview, an email, a letter, a

piece of advice you remember being told, and it doesn't have to be long - five or six

sentences. You may select a famous leader, such as India’s Mahatma Gandhi, Burma’s

Aung Sang Suu Kyi, South Africa’s Nelson Mandela, Margrethe II of Denmark, a CEO or

leader of business, or, alternatively, you may select a family member or friend who has

strongly influenced you.



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SEMINAR 2: Local ideas for global challenges // 7-10 Oct// Egelund Slot,

Fredensborg, DK

Teaching Faculty:



Stine Haakonsson, Adjunct, CBS [email protected]

Special Guests:

Christian Bason, Director Mind Lab, www.mind-lab.dk

Purpose:

Creating and leading innovation involves re-imagining the world, but how do we approach

this? Do we start from our own everyday experiences or reinterpret the reality from the

data, narratives and perceptions of others? During this seminar, we will take a very broad

approach to innovation and global challenges. We will be addressing the global through the

local and the participants will try to seek their answers to global issues. We will work with

innovation through doing and knowing, by thinking of innovation as different forms of

engagement. The topics include both the public and the private sector, both welfare states

and developing countries.


Identify and discuss approaches to create and lead innovation by re-imagining the world

through different forms of engagement

Discuss innovation in different parts of the world

Analyse issues involved in making public sector innovation

Content:


The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

http://www.egelundslot.dk/default.aspx

mailto:[email protected]



http://www.mind-lab.dk/



Denmark


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Literature:

Adler, N. J. (2007). Organizational Metaphysics. Global Wisdom and the Audacity of Hope, I:

Eric H. Kessler & James R. Bailey (2007) (eds.) Handbook of Organizational and Managerial

Wisdom. Thousand Oaks: Sage Publications, pp. 423-458 (36 pages)

Adriansen, H. K. (2010). How Criticality Affects Students’ Creativity. C. Nygaard, N. Courtney

& C. Holtham: Teaching Creativity – Creativity in Teaching. Libri Publishing, pp. 65-84 (20

pages)

Altenburg, T.: Schmitz, H. and Stamm, A. (2008). Breakthrough? China’s and India’s

transition from production to innovation, World Development 36 (2): 325 – 344 (20 pages)

Bason, C. (2010). Leading public sector innovation: Co-creating for a better society. Bristol:

Policy Press. Introduction (pp. 1-20), Chapter 3 (pp.53-69) and Chapter 9 (pp. 173-211) (71

pages)

Borrás, S. & Haakonsson, S. 2012. The Impact of Global Innovation Networks on National

Systems: The Case of the Danish Food Industry. Research Policy (under review) (31 pages)

Boyer, N-A. (2004). Finding the Future: Why “Learning Journeys” Give An Adaptive Edge”,

pp. 1-13, Draft (13 pages)

Chesbrough, H. (2006). Open Innovation: A New Paradigm for Understanding Industrial

Innovation, I: Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds.) Open Innovation:

Researching a New Paradigm, Oxford University Press, chapter 1, pp. 1 –12 (12 pages)

Fenwick, Edwards, and Sawchuk (2011). Spatiality and temporality: understanding cultural

geography, I: Emerging approaches to educational research: Tracing the socio-material.

London: Routledge. pp. 129 – 147 (18 pages)



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Friedman, T. (2007). ―The World is flat 3.0. Presentation at MIT, Wong Auditorium, Located

November 28th 2007 on World Wide Web: http://video.mit.edu/watch/the-world-is-flat-30-

9321/

Gassmann, O. (2006). Opening up the innovation process: Towards an agenda. R&D

Management 36 (3): 223 – 228 (6 pages).

Haakonsson, S., Jensen, P. Ø. & Mudambi, S. (2012). A co-evolutionary perspective on the

drivers of international sourcing of pharmaceutical R&D to India. Journal of Economic

Geography, pp. 1-24 (24 pages)

Kaplinsky, R. (2011). Schumacher meets Schumpeter: Appropriate technology below the

radar, Research policy 40, Elsevier, pp. 193-203 (11 pages)

Kuemmerle, W. (1999). The Drivers of Foreign Direct Investment into Research and

Development: An Empirical Investigation. Journal of International Business Studies 30(1): 1-

24 (24 pages)

Prahalad, C. K. & Hart, S. L. (2002). The Fortune at the Bottom of the Pyramid, Strategy +

Business, vol. 26 (1st Quarter), pp. 2-14. (13 pages)

Rodríges-Pose, A. and Crescenzi, R. (2008) Mountains in a flat world: why proximity still

matters for the location of economic activity. Cambridge Journal of Regions, Economy and

Society 1: 371-388 (18 pages)

Webb, J.W. et al. (2009). The Entrepreneurship Process in Base of the Pyramid Markets: The

Case of Multinational Enterprise/Nongovernment Organization Alliances, E, T & P, Baylor

university, pp. 555-581 (27 pages)




http://video.mit.edu/watch/the-world-is-flat-30-9321/

http://video.mit.edu/watch/the-world-is-flat-30-9321/



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Read the instructions for group work as well as the themes and literature on Blackboard.

Participants will start working on a group assignment during the seminar and it would be

helpful if they familiarised themselves with the materials before the seminar.



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SEMINAR 3: Leading the Customer Relationship // 13-16 Nov,

Højstrupgaard, Helsingør

Teaching Faculty:



Jacob Buur, Professor University of Southern Denmark, [email protected]

Special Guests:

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture, www.biggerpicture.dk

Purpose:

The seminar focuses on enabling participants to establish an overview of user-driven

approaches to innovation - by examining different ways of involving existing and future users

and customers in their organisation. Participants will practice designing the process for

energetic meetings and for bringing customers into meaningful relationships. Participants will

work with ways that he/she as a leader or facilitator can ensure grounding, presence, and

authenticity both within a group and within themselves.


Demonstrate an overview of, and insight into, different approaches towards participatory

innovation and workplace learning (e.g. user-driven innovation, user-centred innovation,

and employee-driven innovation)

Design effective meeting sessions and conferences in order to improve relations and

fruitful interaction with users, customers, and colleagues

Practise, discuss and evaluate facilitation techniques and methods which can help the

participant as a leader/facilitator

Content:

Theories and approaches to user-driven innovation.

Methods for designing and facilitating different types of meetings.

http://www.hoejstrupgaard.dk/




http://www.biggerpicture.dk/



Denmark


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Literature:

Adriansen, H.K. & S. Krohn (2013). Eastern mindfulness for Western organisations: How,

when and why?, Under review

Bens, I. (2006). Facilitating to lead! Leadership strategies for a networked world”. San

Francisco: Jossey-Bass. Chapter 1: pp. 1 – 33 (33 pages)

Brown, J. with Isaacs, D. (2005). The World Café. Shaping Our Futures Through

Conversations That Matter, San Francisco: Berrett-Koehler Publishers, Inc., foreword by

Margaret Wheatley pp. viii –xiii, Chapters 1-2: pp. 1–41 (48 pages)

Buur, J. and Larsen, H. (2010). The Quality of Conversations in Participatory Innovation,

University of Southern Denmark: SPIRE Research Centre, Mads Clausen Institute (14 pages)

Buur, J. and Matthews, B. (2008). Participatory innovation. International Journal of

Innovation Management; vol. 12, nr. 3, pp. 255-273 (18 pages)

Buur, J. and Mitchell, R. (2011). The Business Modelling Lab, Track 4: Designing Innovative

Business Models, Participatory Innovation Conference, pp. 368-373 (6 pages)

Buur, J. and Sitorus, L. Ethnography as Design Provocation: Ethnographic Praxis in Industry

Conference (EPIC 2007), Keystone, Colorado pp. 1-11 (11 pages)

Ernaut, M. (2004). Informal learning in the workplace. Studies in Continuing Education. Vol.

26, no. 2 pp. 247-273 (27 pages)

Ghais, S. (2005). Extreme Facilitation. Guiding Groups through Controversy and Compelxity.

San Francisco: Jossey-Bass. Introduction, Part one; chapter 1 and 2: pp. 1-46. (46 pages)



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Ingold, T. (2001). Beyond Art and technology: The Anthropology of Skill. I: M. B. Schiffer

(Ed.) Anthropological perspectives on technology. An Amerind Foundation Publication.

Chapter 2 pp. 17-31 (15 pages)

Morgan, M. et al. (2009). Has the Experience Economy Arrived? The Views of Destination

Managers in Three Visitor-dependent Areas, International Journal of Tourism Research 11,

pp. 201-216 (16 pages)

Pine II, J. B. and Gilmore, J. H. (1999). The Experience Economy. Work Is Theatre & Every

Business a Stage. Harvard Business School Press, Boston, Massachusetts: pp. 1-25 (25

pages), and 163-183 (21 pages)

Pine II, J. B. and Gilmore, J. H. (2007). Authenticity: What Consumers Really want, Harvard

Business School Press, Preface and chapter 1-2, pages xii-xiii, pp. 1-30, not compulsory:

Chapter 4, p. 45 -79 (79 pages) - Students are advised to purchase this publication

Ravn, I. (2007). The Learning Conference, Journal of European Industrial Training, vol. 31,

No. 3, 2007, pp. 212 – 222 (11 pages)

Thomke, S. and Hippel, E. V. (2002). Customers as Innovators: A New way to Create Value.

Harvard Business Review, April 2002, pp. 74-81 (9 pages)

Ullwick, A. W. (2002). How to turn customer input into innovation. Harvard Business Review:

91-97 (8 pages)

Vogt, E. E.; Brown, J. and Isaacs, D. (2003). The Art of Powerful Questions: Catalyzing

Insight, Innovation, and Action, California: Whole Systems Associates, p. 1 – 14 (14 pages)

Wallace, J. (2012). Exploring relations: Emergent artefact of ethnography and processual

engagements of design. Gunn, w. & Donovan, J. (Eds.) Design and Anthropology (ISBN:

978-1-4094-2158-0), Ashgate, pp. 207-218 (11 pages)



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Wheatley, M. J. (1999). Leadership and the New Science. Discovering Order in a Chaotic

World. San Francisco: Berrett-Koehler Publishers, chapter 6, pp. 93 – 112 (10 pages)




All three groups begin preparing their facilitation sessions according to principles agreed

at seminar 2.

autumn 2013 leading innovation in a global environment...

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