master in leadership and innovation in complex systems ... · 2. theories of complexity, diversity,...
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Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark
T: +45 871 51817 · E: [email protected]
www.laics.net
* the teaching plan may be subject to minor changes and students will be informed accordingly
Master in Leadership and Innovation in Complex Systems (LAICS)
MODULE 2: The Business of Innovation (15 ECTS) *
Spring 2018
Module Leader:
Susanne Justesen PhD, External Lecturer CBS, [email protected]
Teaching Faculty:
Lotte Darsø, Associate Professor, DPU/Aarhus University, [email protected]
Susanne Justesen, PhD, External Lecturer CBS, [email protected]
Daniel Hjorth, Professor CBS, [email protected]
Lars Thøger Christensen, Professor CBS, [email protected]
Bettina von Stamm, PhD, Director Innovation Leadership Forum
Karen Norman, Visiting Professor at Hertfordshire Business School and University
of London
Ariane Berthoin Antal, PhD, Research Director Social Science Research Centre
Berlin
Peter Coughlan, Ph.D. Bainbridge Graduate Institute, Seattle and formerly IDEO,
Palo Alto, USA
Supervisors:
Lotte Darsø, Associate Professor, DPU/Aarhus University, [email protected]
Jamie Wallace, Assistant Professor DPU/Aarhus University, [email protected]
Susanne Justesen, PhD, External Lecturer CBS, [email protected]
Lars Thøger Christensen, Professor CBS, [email protected] (to be confirmed)
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Special Guests:
Majken Præstbro, Head of Relations, Center for Offentlig Innovation / LAICS
Alumnus 2012 (to be confirmed)
Lotte Møller, Art Historian independent curator, Die Raum Berlin
Practical Information:
LAICS Module 2 consists of three seminars - each lasting 3½ to 4 days:
SEMINAR 1: The practice of Innovative Business Development
31 January - 3 February // Havreholm Slot, Hornbæk (Denmark)
SEMINAR 2: Complexity, Communication, Diversity and Innovation
28 February - 3 March // Egelund Slot, Fredensborg (Denmark)
SEMINAR 3: Physical and Mental Space for Innovation
10-13 April // Hotel Amano, Berlin (Germany) * group travel dept. CPH 11.00
on 10/4 and on return flight arrival CPH. 18.55 on 13/4
SEMINAR 1: starts and ends with lunch at 12.00 on first and last day. SEMINAR 2: starts and ends with lunch at 12.00 on first and last day. SEMINAR 3: starts at 14.00 on first day and ends at 15.00 on last day – excluding travel time.
Each seminar is followed by a period where the participants complete assignments,
work in groups and participate in virtual dialogue. The module is taught in English.
All discussions, assignments and exams, both virtual and during workshops, are
conducted in English.
Purpose:
This module introduces analytical tools, models and approaches enabling the
students to turn innovation into business. The module provides knowledge on
complexity theory, diversity, communication and discursive power processes. It
examines the impact of mental space and physical environment on creativity,
innovation and leadership.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Content:
1. New business models and strategies for innovation.
2. Theories of complexity, diversity, power and communication.
3. Physical, mental and aesthetic spaces for innovation.
4. Design thinking and artistic interventions
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 seminar
Group work
Self-study
Peer-learning
Experiential problem-based learning
Playful learning
Arts-based learning
Lectures
Reflection and Learning Journals
Exam Form:
The exam form of this module is a mini-project and an individual oral exam. A mini-
project is a written report produced by students individually or in groups of two or
three. If written by one student, the mini-project must not exceed 15 normal
pages, including notes and list of literature but excluding appendices. If the mini-
project is written by a group of students, the required number of pages increases
(two students: 20 normal pages, three students: 25 normal pages).
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Further details in the LAICS Master academic regulations at
https://mit.au.dk/EDDI/webservices/DokOrdningService.cfc?method=visGodkendtO
rdning&dokOrdningId=2216&sprog=en
Supervision and Feedback
Supervisors will be assigned immediately after seminar 3 when the students have
submitted a draft problem formulation (an open question) and a short description
of what they intend to do, and which theories they plan to apply. Supervisors
agree a supervision plan with their respective students. The supervision format
consists of group and/or individual supervision sessions in person, by email, phone
and/or Skype.
Evaluation
At the end of each seminar students are invited to provide feedback- consisting of a
short oral evaluation during the “check-out” on the last day of the seminar,
followed by a short written evaluation survey which is sent out electronically
immediately after the seminar.
At the end of each semester students are invited to participate in an electronic
evaluation survey which is sent out by the study board as part of the university’s
quality assurance policy – further information at
http://edu.medarbejdere.au.dk/undervisere/undervisningsevaluering/
Textbooks – students are advised to purchase these books or gain access
via the library
Csikszentmihalyi, M. (2003). Good Business. Leadership, Flow and the Making of
Meaning. London: Hodder & Stoughton.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Morgan, G. (2006). Images of Organization. Thousand Oaks, CA: Sage
Publications.
Schrage, M. (2000). Serious Play. How the world’s best companies simulate to
innovate. Boston, MA: Harvard Business School Press.
Library – students must access the following texts at http://library.au.dk/
Afuah, A. N. & Bahram, N. (1995). The hypercube of innovation. Research Policy
24(1), 51-76.
Brown, J. S. & Duguid, P. (1991). Organizational Learning and Communities-of-
Practice: Toward a Unified View of Working, Learning and Innovation. Organization
Science, 2(1), 40-57.
Chan Kim, W. & Mauborgne, R. (1999). Creating New Market Space. Harvard
Business Review, Jan-Feb. 1-14.
Chesbrough, H. W. & Rosenbloom, R. S. (2002). The role of the business
model in capturing value from innovation: Evidence from Xerox Corporation’s
technology spinoff companies. Industrial and Corporate Change 11(3), 529-555.
Christensen, C., Marx, M. & Stevensen, H. (2006). The tools of cooperation
and change. Harvard Business Review 1, 73-80.
Cialdini, R. B. (2001). Harnessing the Science of Persuasion. Harvard Business
Review 79(9), 72-79.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Coughlan, P. & Suri, F. J. & Canales, K. (2007). Prototypes as (Design) Tools
for Behavioral and Organizational Change. A Design-Based Approach to Help
Organizations Change Work Behaviors. The Journal of Applied Behavioral Science,
43(1), 122-134.
Fayard, A. & Weeks, J. (2011). Who moved my cube? Creating workspace that
actually foster collaboration. Harvard Business Review 89(78), 102-110.
Francis, D. & Bessant, J. (2005). The four Ps: Targeting innovation and
implications for capability development. Technovation, 25(3), 171-183.
Hamel, G. (2006). The Why, What and How of Management Innovation. Harvard
Business Review, 84(2), 72-84.
Hjorth, D. (2005). Organizational Entrepreneurship - With de Certeau on Creating
Heterotopias (or Spaces for Play. Journal of Management Inquiry, 14(49), 386-398.
Johnson, M. W., Christensen, C. C. & Kagermann, H. (2008). Reinventing
your business model. Harvard Business Review, 86(12), 50-59.
Kristensen, T. (2004). The Physical Context of Creativity. Creativity and
Innovation Management. Blackwell Publishing Ltd. 13(2), 89-96.
McLean L. D. (2005). Organizational Culture´s Influence on Creativity and
Innovation: A Review of the Literature and Implications for Human Resource
Development. Advances in Developing Human Resource, 7(2), 226-246.
Mowles, C., Stacy, R. & Griffin, S. (2008). What Contribution Can Insight from
the Complexity Sciences Make to the Theory and Practice of Development
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Management? Journal of International Development, 20(6), 804-820.
Philips, K.W. (2014). How diversity works. Scientific America, 311(4), 43-47
Sanders, E B.-N. & Stappers, P. J. (2014). Probes, toolkits and prototypes:
three approaches to making in codesigning. CoDesign, 10(1), 5-14.
Compendium:
Berthoin Antal, A. & Strauß, A. (2016). Multistakeholder perspectives on
searching for evidence of values-added in artistic interventions in organisations. In:
Sköldberg,U. J., Woodilla, J. & Berthoin Antal A., (eds.), Artistic interventions in
organisations: Research, Theory and Practice (pp. 37-59). Abington, Oxon:
Routledge.
Bessant, J., Möslein, K. & Von Stamm, B. (2009, 22nd June). In Search for
Innovation. Wall Street Journal.
Boland, R. & Collopy, F. (2004). Design Matters for Management. In: Boland, R.
& Collopy, F. (eds.) Managing as Designing (pp. 1-18). Stanford, CA: Stanford
Business Books.
Coughlan, P. & Prokopoff, I. (2004). Managing Change, by Design. In: Boland,
R. & Collopy, F. (eds.). Managing as Designing (pp. 188-192). Stanford, CA:
Stanford Business Books.
Ekvall, G. (1991). The organizational culture of idea-management: a creative
climate for the management of ideas. In: Henry, J. & Walker, D. (eds.). Managing
Innovation (pp. 73-80). Thousand Oaks, CA: Sage Publications.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Flyverbom, M., Christensen, T. L., Hansen, K. H. (2015). The Transparency–
Power Nexus: Observational and Regularizing Control. Management
Communication Quarterly, 29(3), 385-410.
Foucault, M. (1984). The Subject and Power. In: Faubion, J.D. (ed.), Power:
Essential works of Foucault 1954-1984 (Vol. 3. pp. 326-348). London: Penguin
Books.
Gabarro, J. & Kotter, J. P. (2006). Managing your boss. Harvard Business
Review, 83(1), 92-99.
Gehry, F.O. (2004). Reflections on Designing and Architechtural Practice. In:
Boland, R. & Collopy, F. (eds.) Managing as Designing (pp. 19-35). Stanford, CA:
Stanford Business Books.
Guterl, F. (2014). The Inclusion Equation. Scientific America, 311(4), 39-41
Halse, J. (2014). Tools of Ideation: Evocative Visualization and Playful Modelling
as Drivers of the Policy Process. In: Bason, Christian (eds.), Design for Policy (pp.
201-212). Farnham: Gower Publishing Ltd.
Hatch, M. J. & Cunliffe, A.L. (2013). Organization Theory. Modern, Symbolic and
Postmodern Perspectives (pp. 200-229). Oxford: Oxford University Press.
Herrmann, N. (1988). The Creative Brain (pp. 281-309). Lake Lure, NC: The Ned
Herrmann Group: Brain Books.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Hill, S.C. (2014). In pursuit of the best ideas. Scientific America, 311(4), 47-51.
Justesen, S. (2008). Innovation Management as Nexialism. Innovation
management understood as the ability to leverage diversity, by combining domains
of knowledge that have not previously been combined. Innoversity Working Paper
2008 (1). Copenhagen: Innoversity Research Copenhagen wwww.innoversity.org -
Kahneman, D. (2011). Thinking, Fast and Slow (pp.3-38). New York, NY: Farrar,
Straus and Giroux.
Katz, B.R., Preez, N.D. & Schutte, C. (2010, October). Definition and role of an
Innovation Strategy. Paper presented at SAIIE Annual Conference 2010, Glenburn
Lodge, Muldersdrift, Gauteng.
Kim, L., Mažar, N., Zhao, M. & Soman, D. (2013). A Practitioner’s Guide To
Nudging. Research Report Series. Behavioural Economics. Rotman School of
Management, University of Toronto, 15 March, 2013, 1-28.
Kimbell, L. (2012). Rethinking Design Thinking: Part II. Design and Culture, 4(2),
129–148.
Liedtka, J. & Mintzberg, H. (2006). Time for Design. Design Management
Review, first printed in DMR, 17(2), 10-18.
Mumby, D. K. (2012). Organizational Communication – A critical approach (pp.3-
28;157-179). Thousand Oaks, CA: Sage Publications.
Norman, K. (2004) National Healthcare Strategy and the Management of
Risk: Project 3. Unpublished PhD thesis. Hertfordshire: University of Hertfordshire.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Norman K, (2012). A Uniform Experience? Reflections on implementing rules into
practice. International Journal of leadership in Public Health Services, 8(4), 2012,
191-201.
Osterwalder, A., Pigneur, Y. & Tucci, C.L. (2005). Clarifying Business Models:
Origins, Present, and Future of the Concept. Communications of the Association for
Information Systems, 16(1), 1-26.
Plaut, S. (2014). Invite Everyone In. Scientific America, 311(4), 52-57
Scientific America´s Board of Editors (2014). Preferential Treatment Good
Intentions are not enough to end racial and gender bias. Scientific America,
311(4),12.
Shaw, P. (2002). Changing Conversations in Organisations. A Complexity
Approach to Change. (pp. 1-22; 39-71), Abington, Oxon: Routledge.
Stacey, R. D. and Mowles, C. (2015). Strategic Management and Organisational
Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations
(7h edition, pp. 302-336) London: Pearson Education.
Tushman, M. L. & O’Reilley, C.A. (1996). Ambidextrious Organizations.
California Management Review, 38(4), 8-30.
Velegol, D. (2013). Center. A sytem of six practices for pursuing your passions
and purposes in self, family, work, and community (pp. 32-59). State College, PA:
Wild Scholars Media.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Von Stamm, B. (2004): Innovation: What's Design Got to do with it. Design
Management Review, 15(1), 8-19.
Von Stamm, B. (2012): The future of innovation. Innovation Quarterly Summer,
48-50.
Wedell-Wedellsborg, T. & Miller, P. (2014). Get More Actionable Ideas from
Your Employees. Harvard Business Review Blog, 25 November 2014.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Teaching Plan – OVERVIEW:
DATE SUBJECT FACULTY &
Guests
SEMINAR 1
incl. meals & breaks , journal
writing and reflection, walk &
talks
The Practice of Innovative Business
Development
Wednesday 31 Jan
12.00-21.30
Welcome & Introduction
Process to get to know each other
Finding your sweet spot/How to create your
entrepreneurial path
Learning from real-life cases/How do we
move from idea to business
Susanne Justesen
Thursday 1 Feb
09.00-21.30
Organisational Entrepreneurship
Succeeding through Collaboration
Pitching your value proposition
Innovation Case
Daniel Hjorth
Susanne Justesen
Friday 2 Feb
09.00-20.00
Making Innovation happen
Establishing your business case for
innovation
Bettina von Stamm
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Saturday 3 Feb
09.00-13.00
Pitching ideas and business plans in smaller
groups
Where to go from here
Harvesting and sense-making
Evaluation and check-out
Susanne Justesen
SEMINAR 2
incl. meals & breaks , journal
writing and reflection, walk &
talks
Complexity, Communication, Diversity and
Innovation
Wednesday 28 Feb
12.00-21.30
Welcome & Introduction
Check in and inter-seminar reflections
Introduction to the programme
Literature bazaar/group work on literature
Navigating the paradoxes of diversity in
innovation practice.
Susanne Justesen
Majken Præstbro
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Thursday 1 March
09.00-21.30
Introducing complexity thinking about
organisations: intentions and emergence
Communicative interaction as the basis of
going on together in organisations, the
importance of everyday, ordinary local
interaction
Power and ideology in making choices in
organisations
Exploring the intersections between
diversity, complexity and innovation
leadership in groups
Karen Norman
Susanne Justesen
Friday 2 March
09.00 – 21.30
An introduction and overview of theories of
power and control and in depth in and
around organisations
Overview of different perspectives on and
forms of power and control
In-depth discussions about the role of
communication and discourses, subjects,
identity and discipline in organizational
control.
Case studies/Empirical cases that can help
us unpack and operationalize these insights
in relation to concrete organizational
processes
Lars Thøger
Christensen
Susanne Justesen
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Saturday 3 March
09.00-13.00
Harvesting & sense-making/ what did we
learn and how does it all relate to
innovation practices in our organisations
Mini-project & exams/problem formulation
Intro to seminar 3
Evaluation and Check-out
Susanne Justesen
SEMINAR 3
incl. meals & breaks , journal
writing and reflection, walk &
talks
Physical and Mental Space for Innovation
Tuesday 10 April
14.00-21.30
Welcome & Introduction
Check in and inter-seminar reflections
Introduction to the programme
Literature presentations/group work on
literature
Intro to interviews + group work
Lotte Darsø
Wednesday 11 Aprill
09.00-21.30
When Art enters Organisational Spaces
Agora
Exploring Berlin
Die Denkerei
Reichstag
Ariane Antal
Lotte Darsø
Lotte Møller
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Thursday 12 April
09.00-21.30
Introduction to the day
INSPIRE / group work
IDEATE / group work
IMPLEMENT / group work
Presenting and sharing of group work and
making sense of the day
Peter Coughlan
Lotte Darsø
Friday 13 April
09.00-15.00
Innovative Organisational Culture and
Climate
Harvesting & sense-making
Mini-project & problem formulation
Evaluation and Check-out
Lotte Darsø
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
SEMINAR 1: The Practice of Innovative Business Development
31 January - 3 February // Havreholm Slot, Hornbæk (Denmark)
Seminar Leader:
Susanne Justesen PhD, External Lecturer CBS
Faculty:
Susanne Justesen, PhD, External Lecturer CBS
Daniel Hjorth, Professor CBS
Bettina von Stamm, PhD, Director Innovation Leadership Forum
Guest:
(to be confirmed)
Purpose:
There are many innovative approaches to business development. In order to be
able to turn a given approach into value for the company, we will explore the
creation of new business ventures and new business models. We will look at the
challenge of developing the business plan and how to take it through the
organisation to implementation. The seminar blends theory and practice, lectures
and exercises, individual process with group process, and none the least the
process itself, from finding your own sweet spot, to developing your own business
venture and business plan, drawing on theory in practice.
Upon completion of this seminar the participant will be able to:
analyse, discuss and communicate new business models and strategies for
innovation in their own organisation.
reflect on, analyse, evaluate and formulate problems and challenges in relation
to managing and implementing new business plans in their own organisation.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Content:
New business models and strategies for innovation.
Reading Guide to literature:
There are a range of different themes involved the practice of innovative business
development. Among these are early concept and idea development (creating value
propositions), organisational entrepreneurship, new business models and the
making of a business plan.
The literature has been chosen to assist you in the process of turning a new idea
into a business venture, by building an economically sustainable business model
around your idea. In the seminar you will therefore be working as an organisational
entrepreneur yourself; developing a value proposition which will guide you in
setting up a completely new business venture. The major part of our literature
focuses on the business model (what a strong business model is from different
theoretical perspectives). We will primarily be using the Osterwalder Business
Model Canvas in the seminar, as our practical approach to innovative business
development, but will be using all of the different theories to support the process.
The purpose of this reading guide is to provide you with an overview of the
different articles, which will hopefully assist you in preparing for the seminar and
how to get the most from your reading and your preparation. The quality of your
learning very much depends on your reading and preparation beforehand.
At the seminar you will be teamed up in pairs and prepare posters for your
presentation at the Article Bazar - a collective learning process where your
reflections around the literature will be shared and activated.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Afuah, A. N. & Bahram, N. (1995). The hypercube of innovation. Research Policy
24(1), 51-76.
This article is almost a classic with their hypercube of innovation, which provides a
more systemic perspective on the different stakeholders involved in the innovation
value chain; and discusses different types of innovation from these different
perspectives. Can be skimmed, but make sure you get a thorough understanding
of the hypercube, which is a very useful model.
Bessant, J., Möslein, K. & Von Stamm, B. (2009, 22nd June). In Search for
Innovation. Wall Street Journal. - COMPENDIUM
When setting off on the innovation journey, we need new ideas, but how do we find
them? This article discusses a range of different strategies and approaches that
companies can apply and use, when searching for new idea, innovation, new
problems and new possibilities.
Chan Kim, W. & Mauborgne, R. (1999). Creating New Market Space. Harvard
Business Review, Jan-Feb. 1-14.
This article precedes their famous Blue Ocean Strategy -book, and argues for a
more systematic approach to value innovation by studying existing value curves
within a market and ask which factors should be reduced, created, eliminated or
raised in order to create new value within that particular market. If you are already
familiar with their book, this is quickly skimmed, if you are not, it is an important
read.
Chesbrough, H. W. & Rosenbloom, R. S. (2002). The role of the business
model in capturing value from innovation: Evidence from Xerox Corporation’s
technology spinoff companies. Industrial and Corporate Change 11(3), 529-555.
Important article because it discusses what a business model is, can and should be,
which provides for a good basic understanding regarding business model design
and implementation; even if primarily from a technology-perspectives; so make
sure you translate into your own domain when reading. You may choose to not
spend to much energy on their technology discussions.
Christensen, C., Marx, M. & Stevensen, H. (2006). The tools of cooperation
and change. Harvard Business Review 1, 73-80.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
The article introduces an Agreement Matrix which is interesting for thinking
differently about cooperation; and about innovation too. When you read the article,
think about which quadrant your organisation would be positioned in; and how that
will impact on your own ability to launch new business ventures. Interesting also
their tool of disagregation, which could maybe be relevant when launching a new
business venture
Cialdini, R. B. (2001). Harnessing the Science of Persuasion. Harvard Business
Review 79(9), 72-79.
The six principles in this article describe how people evaluate information and form
decisions. When attempting to launch a new business venture, the ability to present
your idea to others is crucial, and this article explores the science of persuasion and
what can be learned from this field of research, when embarking on innovative
business development.
Francis, D. & Bessant, J. (2005). The four Ps: Targeting innovation and
implications for capability development. Technovation, 25(3), 171-183.
The 4P approach introduced in this article can be highly useful in deciding on the
future innovation agenda, ambition and scope - to help building and sustaining the
proper innovation management capabilities.
Gabarro, J. & Kotter, J. P. (2006). Managing your boss. Harvard Business
Review, 83(1), 92-99. - COMPENDIUM
An HBR Classic, emphasising the importance of managing relationships upwards
within your organisation - an even more important paper if want to be an
organisational entrepreneur. Are you experiencing counter-dependent or
overdependent behaviour towards your boss? And maybe even give their checklist
a try to see how good you yourself are a managing your boss…
Hamel, G. (2006). The Why, What and How of Management Innovation. Harvard
Business Review, 84(2), 72-84.
This article focuses on the innovation and development of management, e.g. the
invention and implementation of new management practices within organisations.
Could that maybe be your next business venture? The article addresses also how to
become a management innovator.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Hjorth, D. (2005). Organizational Entrepreneurship - With de Certeau on Creating
Heterotopias (or Spaces for Play. Journal of Management Inquiry, 14(49), 386-398.
This article discusses the relation between managerialism, understood as as the
established order, and organisational entrepreneurship, understood as as creativity
within such order. The article also introduces Focaults interesting concept
“heterotopia”, which escribes the creation of certain entrepreneurship spaces where
creativity and imagination may exist.
Johnson, M. W., Christensen, C. C. & Kagermann, H. (2008). Reinventing
your business model. Harvard Business Review, 86(12), 50-59.
This article defines business models, and the most important elements of a valuable
business model; while also arguing that most innovation will not come from
established businesses, but rather from new businesses, and especially from
completely new business models.
Kahneman, D. (2011). Thinking, Fast and Slow (pp.3-38). New York, NY: Farrar,
Straus and Giroux. - COMPENDIUM
The introduction plus the first two chapters of Nobel Prize winner Kahneman in his
most famous book which describes the research he conducted over decades
regarding decision-making and biases. This is only the very first part of the book
which describes the dichotomy between two modes of thought: "System 1" is fast,
instinctive and emotional and "System 2”, which is slower, more deliberative, and
more logical. Highly important to be aware of these modes of thinking when high
levels of risk are involved.
Katz, B.R., Preez, N.D. & Schutte, C. (2010, October). Definition and role of an
Innovation Strategy. Paper presented at SAIIE Annual Conference 2010, Glenburn
Lodge, Muldersdrift, Gauteng. - COMPENDIUM
This is a very good and basic introduction to an innovation strategy. What is an
innovation strategy? How do you create an innovation strategy for your
organisation? Or maybe for a new business venture? The article also describes an
innovation strategy model, which introduces the nine most important component of
an innovation strategy.
Kim, L., Mažar, N., Zhao, M. & Soman, D. (2013). A Practitioner’s Guide To
Nudging. Research Report Series. Behavioural Economics. Rotman School of
Management, University of Toronto, 15 March, 2013, 1-28. - COMPENDIUM
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Nudging is a relatively new “movement” within the field of behavioural science, and
has provided a strong new set of tools to the field of behavioural design, which is of
relevance to any organisational entrepreneur. This paper provides a good overview
of the field of nudging, from a practitioner perspective.
Osterwalder, A., Pigneur, Y. & Tucci, C.L. (2005). Clarifying Business Models:
Origins, Present, and Future of the Concept. Communications of the Association for
Information Systems, 16(1), 1-26. - COMPENDIUM
In the seminar we will be making use of the Osterwalder Business Model Canvas,
and you will be provided with visuals and tools from his most recent books on value
propositions (2014) and none the least his book from 2010 entitled “Business Model
Generation” (highly recommended). This article describes the research behind the
Business Model Canvas. Please also take a look at this short video, which goes
through the nine elements of the Business Model Canvas:
https://www.youtube.com/watch?v=QoAOzMTLP5s
Tushman, M. L. & O’Reilley, C.A. (1996). Ambidextrious Organizations.
California Management Review, 38(4), 8-30. - COMPENDIUM
In this article, Tushman & O’Reilley argues that organisations need to be able to
implement both incremental and radical innovation; which also means that
managers must be willing to cannibalise their own business from time to time. Even
so, most companies seem to steer clear of radical and revolutionary change and
instead pursue minor, incremental changes, using the famous Machiavelli quote:
“For he who innovates will have for enemies all those who are well off under the old
order of things, and only lukewarm supporters in those who might be better off
under the new”
Velegol, D. (2013). Center. A sytem of six practices for pursuing your passions
and purposes in self, family, work, and community (pp. 32-59). State College, PA:
Wild Scholars Media. - COMPENDIUM
In this chapter on Entrepreneurship, Velegol offers a practitioner’s guide to
entrepreneurship about how to get started; with different exercises that we will
experiment with both on the seminar and in preparation for seminar 2. Among
other things, he encourages entrepreneurs to always keep an Idea Journal and a
Failure Resume.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Von Stamm, B. (2004): Innovation: What's Design Got to do with it. Design
Management Review, 15(1), 8-19. - COMPENDIUM
This article by Von Stamm discusses the role of design in innovation, and how
design is and should be viewed as highly important to the creation of innovative
products, processes and services; especially when focusing on ideas as value
propositions. In this context, design is described as the process by which
information is transformed into a tangible outcome.
Von Stamm, B. (2012): The future of innovation. Innovation Quarterly Summer,
48-50. - COMPENDIUM
In this article Von Stamm discusses the “hype of innovation”, and encourages
innovation managers and practitioners to think differently about the who, the what
and the how of innovation. Are we innovating for ourselves, for the planet or for
GDP-growth?
Wedell-Wedellsborg, T. & Miller, P. (2014). Get More Actionable Ideas from
Your Employees. Harvard Business Review Blog, 25 November 2014.
COMPENDIUM
This very brief article departs from the important question: “Why do so many
people have their ideas rejected by their own companies?”. The article is based on
their highly recommendable book from 2013: Innovation as Usual: How to Help
Your People Bring Great Ideas to Life”. The article briefly discusses where to look
for ideas, which type of outcomes people and ideas should be targeting, and none
the least: Which kind of impact is required for an idea to be “worth while”.
Preparation prior to seminar:
Students are expected to:
Read the seminar literature according to the reading guide. At the seminar you
will be teamed up in pairs and prepare posters for the Article Bazar
presentation.
Prepare a business venture idea (instructions will be sent out and posted on
Blackboard prior to the seminar).
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
SEMINAR 2: Complexity, Communication, Diversity and Innovation
28 February - 3 March // Egelund Slot, Fredensborg (Denmark)
Seminar Leader:
Susanne Justesen PhD, External Lecturer CBS
Faculty:
Susanne Justesen, PhD, External Lecturer CBS
Lars Thøger Christensen, Professor CBS
Karen Norman, Visiting Professor Hertfordshire Business School & University of
London
Special Guests:
Majken Præstbro, Head of Relations, Center for Offentlig Innovation / LAICS
alumnus 2012 (to be confirmed)
Purpose:
At this seminar students will examine the interplay between complexity,
communication, diversity, power and control in order to increase the potential for
innovation in his/her organisation. Students will be introduced to complexity theory
as well as theoretical conceptions and the practical workings of diversity,
communication and power in organizations. The seminar is highly interactive in its
form, with classical lectures combined with in-depth discussions of literature,
combined with practical exercises helping you digest the literature, theory and
models of the seminar.
Upon completion of this seminar the participant will be able to:
demonstrate understanding and insight into how power, diversity and
communication can optimise innovation in own organisation.
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
demonstrate insight into, and reflect on, complexity theories and different
perspectives on communication and power in organisations.
Content:
Theories of complexity, diversity, power and communication.
Reading guide to literature:
There are three overarching themes for this seminar, themes that are all very
closely interrelated, namely diversity, communication (focusing on power & control)
and complexity. The purpose of this reading guide is to assist you in preparing for
the seminar and to help you structure your reading.
This seminar is one of the more complex seminars, and the quality of your learning
very much depends on your reading beforehand. I hope this guide will be helpful.
It is recommended that you read the literature for one theme at a time, and if
possible, that you read them in the sequence (order of priority) listed below.
You will be teamed up in pairs prior to the seminar and prepare presentation
posters for the Article Bazar - a collective learning process where your reflections
around the literature will be shared and activated.
1. Navigating the paradoxes of DIVERSITY in innovation
This session by Susanne Justesen focuses on the role of knowledge diversity in
innovation practice, and how to avoid homogeneity in innovation teams and
processes. The articles provide an overview of the limitations of existing diversity
theory and provides you with a different perspective on diversity from a knowledge
perspective, and the potentials of diversity in an innovation context.
Justesen, S. (2008). Innovation Management as Nexialism. Innovation
management understood as the ability to leverage diversity, by combining domains
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
of knowledge that have not previously been combined. Innoversity Working Paper
2008 (1). Copenhagen: Innoversity Research Copenhagen wwww.innoversity.org –
COMPENDIUM
Set of short articles from Scientific American and their theme on Diversity from
October 2014 (Volume 311, Number 4):
Scientific America´s Board of Editors (2014). Preferential Treatment Good
Intentions are not enough to end racial and gender bias. Scientific America,
311(4),12. – COMPENDIUM
Guterl, F. (2014). The Inclusion Equation. Scientific America, 311(4), 39-41. –
COMPENDIUM
Philips, K.W. (2014). How diversity works. Scientific America, 311(4), 43-47
Hill, S.C. (2014). In pursuit of the best ideas. Scientific America, 311(4), 47-
51. – COMPENDIUM
Plaut, S. (2014). Invite Everyone In. Scientific America, 311(4), 52-57. –
COMPENDIUM
2. COMMUNICATION, control and power in organisations
This session by Lars Thøger Christensen focus on the concept of power, and the
centrality of control in organisations, through means of communication. In the texts
you are provided with different perspectives as to the implications of such
discourses when used in the organisational context.
The first texts are two chapters by Mumby (2012), focusing on organisational
communication, and explores the organisational context as communicative
structures of control - but also the different dimensions of power within
organisations, with a particular focus on the concept of "hidden transcripts". The
text by Foucault (1984) discusses how power and control plays out in different
positions, traits, knowledge, rewards etc. It is not a thing or a resource, but a
relational dynamic, working through differentiations, objectives, practices,
institutionalisations, rationalisation etc. Power also works through particular
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
discourses, such as scientific management, corporate culture, flexibility,
empowerment etc. The last article by Flyverbom (2014) addresses the complex role
of transparency in organisations, and how transparency affects and defines power
and control in our organisations, directly and indirectly.
Mumby, D. K. (2012). Organizational Communication – A critical approach
(pp.3-28;157-179). Thousand Oaks, CA: Sage Publications. – COMPENDIUM
Foucault, M. (1984). The Subject and Power. In: Faubion, J.D. (ed.), Power:
Essential works of Foucault 1954-1984 (Vol. 3. pp. 326-348). London: Penguin
Books. – COMPENDIUM
Flyverbom, M., Christensen, T. L., Hansen, K. H. (2015). The
Transparency–Power Nexus: Observational and Regularizing Control.
Management Communication Quarterly, 29(3), 385-410. - COMPENDIUM
3. COMPLEXITY and power in and around organisations
This session by Karen Norman focuses on the role of complexity, power and
communication in organisations, and the literature provides different perspectives
on the usefulness of complexity theory and complexity science.
The first text by Stacey & Mowles (2015) introduces some of the basic "concepts" of
complexity theory, such as the "theory of complex responsive processes", and
organisational life as stable predictability or regular irregularities - where change
occurs as a consequence of the interplay of plans and intensions of different
individuals.
The text by Norman (2012) is an interesting reflection on the complexity and the
paradoxes of “implementation” in organisations, from a leadership perspective.
Where the other text by Norman (2004) explores the many complexities and
paradoxes of organisational life in a hospital, trying to make sense of different
strategic leadership phenomena, such as “structures”, “strategy, “organisational
design”, “performance”, and “casuality” and none the least the importance of roles,
relationships and accountability in trying to make sense of such phenomena.
The next article by Mowles, Stacey & Griffin (2008) offers a complexity perspective
on management and on organisational life, in which they challenge systems
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
thinking, and suggest that we think differently about how we manage and practice
within organisations, by being reflective of our own practice as leaders, and by
embracing the complexity and the paradoxes of organisational life.
The final article by Shaw (2002) addresses the role of change and the use of
facilitation and narratives in complex organisational settings, perceived as "ongoing
conversations”.
Stacey, R. D. and Mowles, C. (2015). Strategic Management and
Organisational Dynamics: The Challenge of Complexity to Ways of Thinking
about Organisations (7h edition, pp. 302-336) London: Pearson Education. . –
COMPENDIUM
Norman K, (2012). A Uniform Experience? Reflections on implementing rules
into practice. International Journal of leadership in Public Health Services, 8(4),
2012, 191-201. – COMPENDIUM
Norman, K. (2004) National Healthcare Strategy and the Management of
Risk: Project 3. Unpublished PhD thesis. Hertfordshire: University of
Hertfordshire. – COMPENDIUM
Mowles, C., Stacy, R. & Griffin, S. (2008). What Contribution Can Insight
from the Complexity Sciences Make to the Theory and Practice of Development
Management? Journal of International Development, 20(6), 804-820.
Shaw, P. (2002). Changing Conversations in Organisations. A Complexity
Approach to Change (pp. 1-22; 39-71), Abington, Oxon: Routledge. -
COMPENDIUM
Supplementary reading:
Shaw, P. (2005). Conversational Inquiry as an Approach to Organization
Development. Journal of Innovative Management, Fall, 19-22. – Blackboard
Stacey, R. (2003). Learning as an Activity of Interdependent People. The
Learning Organization, 10(6), 325-331. – Blackboard
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Solso, K. Thorup,P. (2015) - in Danish) Ledelse i Kompleksitet: En
introduktion til Ralph Staceys teori on organisation og ledelse. Dansk
Psykologisk Forlag :
http://ipaper.ipapercms.dk/DanskPsykologiskForlag/Organisation/Ledelse_i_ko
mpleksitet/
Preparation prior to seminar:
Students are expected to
Read the seminar literature according to the reading guide.
Prior to the seminar you will be teamed up in pairs and prepare your
presentation posters for the Article Bazar session at the seminar. Please print
the posters out in A3 and bring the posters with you to the seminar.
SEMINAR 3: Physical and Mental Space for Innovation
10-13 April // Hotel Amano, Berlin (Germany)*
* Group travel dept. CPH 11.00 on 10/4 and on return flight arrival CPH. 18.55 on 13/4
Seminar Leader:
Lotte Darsø – Associate Professor, DPU/Aarhus University
Faculty:
Lotte Darsø, Associate Professor, DPU/Aarhus University
Ariane Berthoin Antal, PhD, Director Social Science Research Centre Berlin.
Peter Coughlan, Ph.D. Bainbridge Graduate Institute, Seattle and formerly IDEO,
Palo Alto, USA
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Guest:
Lotte Møller, Art Historian independent curator, Die Raum Berlin
Purpose:
How can we create well organized innovation environments that build positive
energy and social well-being? We will examine mental, physical and aesthetic
spaces for innovation both in relation to individual and team processes – and we
will investigate the connection between them: What role does space play for co-
creation and for innovation? How can design thinking, prototyping and story boards
support ideation, communication and innovation?
Upon completion of this seminar the participant will be able to:
demonstrate understanding and insight into the impact of mental, social and
aesthetic space and physical environment on creativity, innovation and
leadership.
Understand the design thinking process and be able to apply the process in
practice
Content:
Physical, mental and aesthetic spaces for innovation
Innovation culture
Artistic interventions
Design thinking
Reading guide to literature:
Mental and Physical space for Innovation is an area which is developing alongside
the increasing focus on design and architecture. Consequently, apart from articles
on creativity and innovation, the curriculum also contains articles on design and
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
design processes, including techniques such as model making and prototyping. We
will be focusing on mental and physical spaces for innovation both in relation to
individual and collective processes – and in particular investigate the connection
between the two: How does the physical space affect mental processes – and vice
versa?
Mental and Physical space involve psychological space, social space, aesthetic
space, affective space, natural space, innovative space and organizational space
and culture.
We have grouped the articles under main themes, but of course they overlap. We
suggest that you start with the Ned Herman chapter: Building your creative
environment: Both inside and out. This chapter gives an overall introduction to
mental and physical space. After reading this, you can select the category that you
feel most attracted to and read the listed articles, and then continue with the next -
and the next – and the last.
You will be teamed up in pairs prior to the seminar and prepare presentation
posters for the Article Bazar - a collective learning process where your reflections
around the literature will be shared and activated.
Introduction to Mental and Physical Space:
Herrmann, N. (1988). The Creative Brain (pp. 281-309). Lake Lure, NC: The
Ned Herrmann Group: Brain Books. – COMPENDIUM
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Physical Space:
Fayard, A. & Weeks, J. (2011). Who moved my cube? Creating workspace
that actually foster collaboration. Harvard Business Review 89(78), 102-110.
Hatch, M. J. & Cunliffe, A.L. (2013). Organization Theory. Modern, Symbolic
and Postmodern Perspectives (pp. 200-229). Oxford: Oxford University Press.
- COMPENDIUM
Kristensen, T. (2004). The Physical Context of Creativity. Creativity and
Innovation Management. Blackwell Publishing Ltd. 13(2), 89-96.
Organisational Culture and Climate:
Berthoin Antal, A. & Strauß, A. (2016). Multistakeholder perspectives on
searching for evidence of values-added in artistic interventions in organisations.
In: Sköldberg,U. J., Woodilla, J. & Berthoin Antal A., (eds.), Artistic
interventions in organisations: Research, Theory and Practice (pp. 37-59)
Abington, Oxon: Routledge. - COMPENDIUM
Brown, J. S. & Duguid, P. (1991). Organizational Learning and Communities-
of-Practice: Toward a Unified View of Working, Learning and Innovation.
Organization Science, 2(1), 40-57.
Csikszentmihalyi, M. (2003). Good Business. Leadership, Flow and the
Making of Meaning (pp. 63 – 82). London: Hodder & Stoughton.
Ekvall, G. (1991). The organizational culture of idea-management: a creative
climate for the management of ideas. In: Henry, J. & Walker, D. (eds.).
Managing Innovation (pp. 73-80). Thousand Oaks, CA: Sage Publications. -
COMPENDIUM
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
McLean L. D. (2005). Organizational Culture´s Influence on Creativity and
Innovation: A Review of the Literature and Implications for Human Resource
Development. Advances in Developing Human Resource, 7(2), 226-246.
Morgan, G. (2006). Images of Organization (pp. 111– 146). Thousand Oaks,
CA: Sage Publications
Design Process, Model Making and Prototyping:
Boland, R. & Collopy, F. (2004). Design Matters for Management. In: Boland,
R. & Collopy, F. (eds.) Managing as Designing (pp. 1-18). Stanford, CA:
Stanford Business Books. - COMPENDIUM
Coughlan, P. & Prokopoff, I. (2004). Managing Change, by Design. In:
Boland, R. & Collopy, F. (eds.). Managing as Designing (pp. 188-192). Stanford,
CA: Stanford Business Books. - COMPENDIUM
Coughlan, P. & Suri, F. J. & Canales, K. (2007). Prototypes as (Design)
Tools for Behavioral and Organizational Change. A Design-Based Approach to
Help Organizations Change Work Behaviors. The Journal of Applied Behavioral
Science, 43(1), 122-134.
Gehry, F.O. (2004). Reflections on Designing and Architechtural Practice. In:
Boland, R. & Collopy, F. (eds.) Managing as Designing (pp. 19-35). Stanford,
CA: Stanford Business Books. - COMPENDIUM
Halse, Joachim (2014). Tools of Ideation: Evocative Visualization and Playful
Modelling as Drivers of the Policy Process. In: Bason, Christian (eds.), Design
for Policy (pp. 201-212). Farnham: Gower Publishing Ltd. - COMPENDIUM
Kimbell, L. (2012). Rethinking Design Thinking: Part II. Design and Culture,
4(2), 129–148. - COMPENDIUM
Liedtka, J. & Mintzberg, H. (2006). Time for Design. Design Management
Review, first printed in DMR, 17(2), 10-18. - COMPENDIUM
Danish School of Education
Aarhus University
164 Tuborgvej, 2400 Copenhagen NV,
Denmark T: +45 871 51817 · E: [email protected]
www.laics.net
Sanders, E B.-N. & Stappers, P. J. (2014). Probes, toolkits and prototypes:
three approaches to making in codesigning. CoDesign, 10(1), 5-14.
Schrage, M. (2000). Serious Play. How the world’s best companies simulate to
innovate (pp. 1–94). Boston, MA: Harvard Business School Press.
Preparation prior to seminar:
Students are expected to:
Read the seminar literature according to the reading guide.
Prior to the seminar you will be teamed up in pairs and prepare your
presentation posters for the Article Bazar session at the seminar. Please print
the posters out in A3 and bring the posters with you to the seminar.
Students are required to bring one or several pictures / photographs (printed)
which describe or symbolise your own personal ”creative space”; e.g. Spaces
you imagine, spaces you know and have access to, spaces you have seen or
heard of, or spaces where you have had your best innovation experiences.
These images will be used on the first day of the seminar, so make sure to print
them before travelling.
Students are required to prepare the photo survey instruction from Peter
Coughlan regarding you and your colleagues’ work space in your organization.
The instruction will be uploaded to Blackboard prior to the seminar.
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