The formation of an ‘Innovative design knowledge-sharing network’, which manages designers and their expectations could be the first step to managing the process of innovation. In the ‘innovative design knowledge-sharing network’, design knowledge and insight flow across the entirety of the network. Consequently, it is a network built on relationships, …
The formation of an ‘Innovative design knowledge-sharing network’, which manages designers and their expectations could be the first step to managing the process of innovation. In the ‘innovative design knowledge-sharing network’, design knowledge and insight flow across the entirety of the network. Consequently, it is a network built on relationships, collaborations and more intimate and personal interactions between all associated members.
Intuitively, people start out by getting to know each other, rather than sharing knowledge. The important initial stage in forming strong relationships is in sharing insights and experiences (tacit design knowledge), which are embedded in a designer’s creativity. In addition, sharing knowledge also leads to the process of learning and improving members’ competences, which could be another benefit or purpose of the group. Moreover, the process of sharing knowledge also builds a ‘collective design knowledge’ among the group.
The ‘collective design knowledge’ can be shared with other groups or individuals across parallel networks, where all concerned have a shared interest or insight and can learn through what is happening in external networks.
Undoubtedly the needs of each member in varying groups are different. Building a strong relationship network requires mutual engagement, trust, joint enterprise, as well as, respect, altrusim, self-efficacy, and freedom. Sharing design knowledge within a close-knit network requires insight exchange and tacit design knowledge. In contrast, external engagement beyond the ‘design knowledge sharing network’, focuses on external collaboration amongst a team of people who haven’t necessarily grouped together by choice.
The ‘design knowledge-sharing network’ refers to a concept where members form strong relationships with one another, and regularly meet to engage and share their knowledge. This network occurs through an informal approach. Each member within the group might not belong to merely one network, but associated with many. In some networks an individual might be a core member in one, yet have a more peripheral role in another. In contrast the external relationships that are commonplace in many work environments, refers to a small or large network of members who know each other, but do not necessarily share the same values or desire to exchange knowledge. This network presents an opportunity to connect a member from a different group in a more fluid way, in order to perpetually expand the innovative network.
The innovative design knowledge-sharing network is paid in knowledge and insight as ‘network reciprocity’. Reciprocity is the bond which connects the networks on a wider scale; it is the flow of knowledge moving through them, that facilitates growth and development. Each network is different and organic as it is formed by relationships between individuals. Networks are flexible and self-organising systems that work without hierarchical, centralised or managerial types of authority. However, it is important to ensure that the network encourages all of the factors that have been proposed here to initiate an environment for innovation to occur.
Edited by: Emma Berg