Articulating an innovative vision into a social group and making that group embrace change, has to do with the careful management of different variables that trigger a learning process. Communication holds significance in terms of human interaction, therefore the first variable that needs attention is the message itself and …
Articulating an innovative vision into a social group and making that group embrace change, has to do with the careful management of different variables that trigger a learning process.
Communication holds significance in terms of human interaction, therefore the first variable that needs attention is the message itself and the way it is communicated.
The message must be managed in certain ways to be something that one can adopt (understand) and introduce (do). In order to turn this new knowledge into action it is important to use and improve mechanisms to share it. It is also necessary to make it explicit through a common language that slowly becomes an acceptable paradigm to community members. To apply innovation into social processes, we have to create appropriate cultures and climates within it. We must develop norms and beliefs that support the capacity to receive and interpret signals from their environment and translate them into cognitive, behavioural and structural changes.
Another variable are paradigms, that constrain human interactions. These paradigms, ingrained in daily activities, have the power to make or break knowledge creation. These must be understood in the context to be able to change the paradigms that stop people from embracing change.
Once we manage paradigms we can also work with behaviours. We can modify them introducing a small number of behaviours spread by a few people with a high degree of influence, and via their personal network – create new routines and behaviours.
A third variable is the `playmaker´ of the innovation strategy with the ability to research and implement the strategies to bring about change. This is the person responsible for breaking down old paradigms to introduce new ones. This person recognises potential where others don’t; indeed they are often recognised as responsible for triggering new processes.
The Playmaker must work with existing informal networks, inside a company, to develop the system of communication.
To design a system that articulates change and make people embrace change, we have to work with different variables in different ways and within specific contexts. The innovation manager can work with leaders, knowledge, human interactions, languages, and paradigms in order to channel people’s imagination, expectation and consequently their behaviour.