module 1: creating innovative organisations · plan creativity sessions in groups and...
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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 2012
Creating Innovative Organisations - MODULE 1 (15 ECTS) *
Master in Leadership and Innovation in Complex Systems (LAICS)
Module Coordinator:
Lotte Darsø, Associate Professor, Dept. of Ed. /AU, [email protected]
Teaching Faculty:
Lotte Darsø, Associate Professor, Dept. of Ed. /AU, [email protected]
John Bessant, Professor University of Exeter/Business School, www.business-
school.exeter.ac.uk/
Morten Thanning Vendelø Associate Professor CBS, [email protected]
Mette Mønsted Associate Professor CBS, [email protected]
Min Basadur PhD, Professor Emeritus of Innovation in the Michael G. DeGroote
School of Business at McMaster University, Ontario, Canada; Founder of Basadur
Applied Creativity, [email protected]
Special Guests:
Piers Ibbotson, Theatre Director, Directing Creativity, www.directingcreativity.co.uk
Miha Pogacnik, Violinist, www.mihavision.com
Pernille Overø, Choreographer, Worlddance, www.worlddance.dk
* the teaching plan may be subject to minor changes and students will be informed accordingly
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
Structure:
LAICS Module 1 consists of three seminars - each lasting 3½ days:
SEMINAR 1: Innovation Processes (19-22 Sept)
Lisegaarden Kursuscenter, Liseleje, Denmark
SEMINAR 2: Creativity and Ideation (8-10 Oct) 1
Hotel Toplice, Bled, Slovenia
SEMINAR 3: Creating Space for Innovation (14-17 Nov)
Hoejstrupgaard Konferencecenter, Helsingør, Denmark
SEMINAR 1 starts and ends with lunch at 13.00 on first and last day. SEMINAR 2 starts on Monday 8 Oct at 09.00 and ends on Wednesday 10 Oct. at 22.00 SEMINAR 3 starts and ends with lunch at 13.00 on 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 introduces theories and models for understanding the innovation
process in organisations. The module provides an overview of the theories,
methods and techniques to understand creativity and idea generation, and it is
aimed to advance innovation through effective navigation in complex organisational
contexts.
1 This seminar takes place in Slovenia. We will organize group travel from/to Copenhagen/Ljubljana on Sun. 7 Oct. late
evening and return Thurs 11 Oct. early morning.
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
Competencies:
Upon completion of Module 1, the participant 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.
understand innovation as group process and interaction, and influenced by
networks and politics.
plan creativity sessions in groups and organisations.
Content:
Theories and key concepts: creativity, innovation and innovation process.
Innovation processes and innovation models in organisations.
Problem formulation and problem reframing.
Techniques and methods for idea generation.
Organisational politics and creating space for innovation.
Networks and networking in theory and practice.
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
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
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).
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
SEMINAR 1: Innovation Processes // 19-22 Sept // Lisegaarden, Liseleje,
Denmark
Purpose:
The first seminar will focus on the innovation process in all its varieties and forms, creating a
joint understanding of the knowledge base, talents and competencies present in the group,
and of the theoretical frame around innovation processes and complexity. By working on
practical cases, the participants will practice to apply theories to use and thereby learn about
different innovation process tools, their opportunities and limitations. We will work on
establishing a learning community, based on openness, trust and respect.
Upon completion of this seminar the participant will be able to:
differentiate between different innovation models and approaches and relate these to
their own organisation
analyse the innovation process in their own organisation and look for ways of improving
this
reflect on their personal preferences when leading groups and processes in a changing
context
Content:
Theories and key concepts: creativity, innovation and innovation process.
Innovation processes and innovation models in organisations.
Literature:
Austin, R. D. & Darsø, L. (2009): “A Framework for Examining the Concept of Closure in
Innovation Process”, in Niina Koivunen and Alf Rehn (eds.) (2009): Creativity and the
Contemporary Economy. Copenhagen Business School Press, 2009 (37 pages) – click here.
- Compendium
Darsø, L. (2001): “Innovation in the Making”, Samfundslitteratur, p. 89–108 (19 pages)
- Students are advised to purchase this publication.
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
Darsø, L. (2003): “Is there a formula for innovation?" (article translated from Danish: "En
formel for innovation", Børsen Ledelseshåndbøger) (13 pages) click here - Compendium
Drucker, P. F. (1985): “Innovation and Entrepreneurship”, Pan Books (part I, pages 1–128)
(129 pages) - Students are advised to purchase this publication.
Levitt, T. (1963): "Creativity is not Enough." Harvard Business Review, 80(8), 2002: pp.
137-145. (9 pages) – click here - Compendium
Morgan, G. (2006): “Images of Organization”, Sage Publications, chapters 1-4, pages 1-110
(110 pages) - Students are advised to purchase this publication.
Takeuchi, H. & Nonaka, I. (1986): “The new product development game”, Harvard Business
Review, January-February, p. 137 – 146 (12 pages) – click here - Compendium
Van de Ven, A. H. et al. (1999). “The innovation journey”, Oxford University Press, p. 1–66
(67 pages) - Students are advised to purchase this publication.
Preparation prior to seminar:
Students are expected to:
Read the relevant seminar literature in literature list.
Bring a personal „object‟ e.g. photo, product, artefact – that says something about
yourself for a storytelling session.
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
SEMINAR 2: Creativity and Ideation // 8-10 Oct – Hotel Toplice, Bled,
Slovenia
Purpose:
The focus of this seminar is on creativity and ideation and how creativity relates to
innovation processes. By exploring different approaches and methodologies for creativity the
participants will gain understanding and experience in how to initiate and support creativity
in organizations.
Upon completion of this seminar the participant will be able to:
demonstrate understanding and insight into the various techniques and approaches for
idea generation in relation to innovation and being able to apply these in practice.
Be able to analyse and discuss problems and to demonstrate knowledge on the impact of
framing and reframing them from different perspectives.
Content:
Theories and key concepts: creativity, innovation and innovation process.
Problem formulation and problem reframing.
Techniques and methods for idea generation.
Literature:
Basadur, Dr. M. (1994):”Flight to Creativity. How to dramatically improve your creative
performance”. Toronto, Canada: Applied Creativity Press, pp. 59-87 (28 pages) – click here -
Compendium
Darsø, L. (2001): “Innovation in the Making”, Samfundslitteratur Frederiksberg, pages 156–
173 and 347–378 (48 pages) - Students are advised to purchase this publication.
Darsø, L. (2004): “Artful Creation. Learning-Tales of Arts-in-Business”, Samfundslitteratur,
Frederiksberg, p. 92-98 (7 pages) – click here - Compendium
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
De Bono, E. (1994). “De Bono‟s Thinking Course”, Facts on File, MICA Management
Resources UK, inc., p. 1–84 (85 pages) - Students are advised to purchase this
publication.
Kelley, T. with Littman, J. (2004): “The Art of Innovation. Lessons in Creativity from IDEO”,
America’s Leading Design Firm, Profile books, p. 53–118 (66 pages) - Students are
advised to purchase this publication.
March, J. G. (1979): “The Technology of Foolishness”, In: March, J.G. & Olsen, J.P. (eds.).
Ambiguity and Choice in Organizations, Universitetsforlaget, Oslo, p. 69-81 (13 pages) –
click here - Compendium
Scharmer, C. Otto. (2007). “Theory U. Leading from the Future as It Emerges. The Social
Technology of Presencing”, Chapter 1 and 2, pp. 1-47 (48 pages) - Students are advised
to purchase this publication.
Schön, D. A. (1986). “Generative Metaphor: A Perspective on Problem-Setting in Social
Policy”, In: Ortony, A. (ed.) (1986). Metaphor and Thought, Cambridge University Press, p.
254-283 (30 pages) – click here - Compendium
Simon, H. A. (1986). What we know about the Creative Process, In: Kuhn, R. L. (ed.).
Frontiers in creative and innovative management, Ballinger Publishing Company, p. 3-22 (19
pages) –click here - Compendium
Sutton, R. (2002). Fresh Start 2002: Weird Ideas that Work. Fast Company, Issue 54,
January 2002, p. 68-74 (7 pages) - click here – Compendium
HBR collection: Best HBR on Rescuing Your Company's Creativity: Amabile, T. & Hadley, K.:
'Creativity under the Gun'; Amabile, T.: 'How to Kill Creativity'; Leonard, D. & Straus, S.:
'Putting your Company's Whole Brain to Work' (44 pages) – click here - Compendium
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
Preparation prior to seminar:
Students are expected to:
Read the relevant seminar literature in literature list.
Bring along problems related to innovation in your organisation: beautiful problems, ugly
problems, big problems and small problems, in short, all sorts of problems and
challenges that could be used for ideation, creative problem solving and innovation.
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
SEMINAR 3: Creating Space for Innovation // 14-17 Nov – Højstrupgaard,
Helsingør, Denmark
Purpose:
The focus of this seminar is on training participants in understanding the intra- and inter-
organizational landscape surrounding the innovation process and on teaching participants to
navigate and create space for their innovation.
Upon completion of this seminar the participant will be able to:
describe the intra- and inter-organisational landscape surrounding the innovation process
understand how to navigate their idea through the organisation
explore how an organisation works using networks as innovation and learning
mechanisms
analyse power bases and positions from an organisational perspective
Content:
Theories and key concepts: creativity, innovation and innovation process.
Organisational politics and creating space for innovation.
Networks and networking in theory and practice.
Literature:
Birkinshaw, J., Hamel G. and Mol, M. J. (2008):”Management Innovation”. Academy of
Management Review, Vol. 33, No. 4, pp. 825–845. (20 pages) – click here - Compendium
Borum, F., & Christiansen, J. K. (1993): “Actors and Structures in IS projects: What Makes
Implementation Happen?” Scandinavian Journal of Management, 9(1), s. 5-28. (24 pages) –
click here - Compendium
Dhanaraj, C. & Parkhe, A. (2006): “Orchestrating Innovation Networks”. Academy of
Management Review, 31(3), p. 659-669 (11 pages) – click here - Compendium
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
Hislop, D., Newell, S., Scarbrough, H., and Swan, J. (2000). “Networks, Knowledge, Power:
Decision Making, Politics and the Process of Innovation”. Technology Analysis & Strategic
Management, 12 (3), p. 399-411 (13 pages) – click here - Compendium
March, J. G., & Olsen, J. P. (1976a): “Organizational Choice under Ambiguity”. In: March, J.
G. & Olsen, J. P. (Eds.). Ambiguity and Choice in Organizations. Universitetsforlaget, Oslo, p.
10-23 (14 pages) – click here - Compendium
March, J. G. & Olsen, J. P. (1976b). ”Organizational Learning and the Ambiguity of the Past.”
In: March, J. G. & Olsen, J. P. (eds.) Ambiguity and Choice in Organizations.
Universitetsforlaget, Oslo, p. 54-67 (14 pages) – click here – Compendium
Meyerson, D., Weick, K. E. & Kramer, R. M. (1996): Swift Trust and Temporary Groups. In:
Kramer, R. M. & Tyler, T. R. (Eds.). Trust in Organizations: Frontiers of Theory and Research.
CA: Thousand Oaks, Sage, p. 166-195 (30 pages) – click here - Compendium
Mintzberg, H. (1985): “The Organization as Political Arena.” Journal of Management Studies.
22(2), p. 133-154 (22 pages) – click here - Compendium
Morgan, G. (2006): “Interests, Conflict and Power Organizations as Political Systems.” In:
Images of Organizations. Thousand Oaks, CA: Sage. Chapter 6, p. 159 - 206 (58 pages)
- Students are advised to purchase this publication (also used at seminar 1)
Mønsted, M. (2006). “High-Tech, Uncertainty, and Innovation. The opportunity for High-Tech
Entrepreneurship”. In: Bernasconi, M., Harris, S. & Mønsted, M. (eds.). High-Tech
Entrepreneurship – Managing Innovation, Variety and Uncertainty. London: Routledge, p.
15-32, Please note: Figs. are at the end of the text) (18 pages) – click here - Compendium
Pfeffer, J. (1992): “Understanding Power in Organizations.” California Management Review,
34(2), p. 29-50 (22 pages) - click here - Compendium
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
Powell, W. W., and Grodal, S. (2006) Networks of Innovators. In: J. Fagerberg, D. C.
Mowery and R. R. Nelson (eds.) The Oxford Handbook of Innovation. Oxford: Oxford
University Press, pp. 56-85 (30 pages) – click here - Compendium
Salancik, G. R., and Pfeffer, J. (1977): “Who Gets Power - And How They Hold On To It - A
Strategic Contingency Model Of Power.” Organizational Dynamics, 5(3), p. 3-21 (19 pages) –
click here - Compendium
Thompson, T. A., and Purdy, J. M. (2009): “When a Good Idea Isn’t Enough: Curricular
Innovation as a Political Process”. Academy of Management Learning & Education, Vol. 8, No.
2, p. 188-207 (21 pages) – click here - Compendium
Recommended Reading (optional)
Leavitt, H. J. (1986) “Corporate Pathfinders: Building Vision and Values into Organizations”.
Homewood, Ill: Dow Jones-Irwin. Chapter 1: Pathfinding, Problem Solving and
Implementing: The Management Mix, p. 1-24. Chapter 2: From Pathfinding to Problem
Solving to Implementing: Crossing the Managerial Minefields, p. 25-46. Chapter 3:
Pathfinders and Pathfinding: Vision, Values, and Determination, p. 47-76. Chapter 4:
Pathfinders: Can We Develop Them, or Must We Wait for God top Deliver Them? p. 77-99.
Chapter 5: On Becoming a Pathfinder: Can We Help Ourselves, p. 101-120 Chapter 6:
pathfinders Inside the Organization: Is There Room at the Inn?, p. 121-139 (138 pages)
Preparation prior to seminar:
Students are expected to:
Read the relevant seminar literature in literature list.
Upload to BB your first draft of problem statement 2 weeks prior to start of the seminar.