A different approach for 2008 INNOVATE, INTEGRATE OR RENOVATE

... is innovation viral ... innovation results from the application of knowledge from one field to another the truth is most innovations are created through networks -- groups of people working in concert Source: Andrew Hargadon

innovation results from the application of knowledge from one field to another

the truth is most innovations are created through networks -- groups of people working in concert

Source: Andrew Hargadon

... your innovation network ...

... what we’ll cover today ... Trends in innovation Tools for embedding innovative practices Rogers Innovation Attributes template Four Phase Strategy Models for Readiness checking: R I P P L E S Innovation Competence Process Support strategies Renovation strategies Enablers, business models and mentoring models

Trends in innovation

Tools for embedding innovative practices

Rogers Innovation Attributes template

Four Phase Strategy

Models for Readiness checking:

R I P P L E S

Innovation Competence Process

Support strategies

Renovation strategies

Enablers, business models and mentoring models

... Identify e-trends at your place ... Communication tools? Courseware options? Marketing devices? E-learning support? Economic drivers? Check the 10 Trends in Web 2.0 from Steve Hargadon

Communication tools?

Courseware options?

Marketing devices?

E-learning support?

Economic drivers?

... Select an innovative practice ...

... consider relative advantage ... Why is the innovative practice a better way to deliver than other methodologies you have used or are using? What is its greatest advantage? Use the Rogers Innovation Attributes Template 1: attributes with the most impact

Why is the innovative practice a better way to deliver than other methodologies you have used or are using? What is its greatest advantage?

... consider compatibility ... How compatible is the innovative practice with the way you currently deliver training? Does it challenge or complement what you already do? What are the implications for this? Use the Rogers Innovation Attributes Template 1: attributes with the most impact

How compatible is the innovative practice with the way you currently deliver training? Does it challenge or complement what you already do? What are the implications for this?

... consider complexity ... How difficult is the innovative practice for you to understand and use? What would help you understand the product and use it more effectively? Use the Rogers Innovation Attributes Template 1: attributes with the most impact

How difficult is the innovative practice for you to understand and use? What would help you understand the product and use it more effectively?

... consider trialability ... What opportunities have you had to trial the innovative practice in a range of contexts? How have these trialling opportunities influenced you in deciding to use it or not on a larger scale? Use the Rogers Innovation Attributes Template 1: attributes with the most impact

What opportunities have you had to trial the innovative practice in a range of contexts? How have these trialling opportunities influenced you in deciding to use it or not on a larger scale?

... consider observability ... Does the innovative practice immediately solve or fix a training problem? What have you observed about the impact of its use? Use the Rogers Innovation Attributes Template 1: attributes with the most impact

Does the innovative practice immediately solve or fix a training problem? What have you observed about the impact of its use?

... embed the innovative practice ... What does ‘embedding’ mean to you?

... consider innovation attributes: awareness and interest ... Awareness What marketing strategies would be effective in raising the awareness of the innovative practice? Interest : What will raise the interest of key stakeholders in using the innovative practice? Use the Rogers Innovation Attributes Template 2: embedding innovative practices

Awareness

What marketing strategies would be effective in raising the awareness of the innovative practice?

Interest :

What will raise the interest of key stakeholders in using the innovative practice?

... Consider innovation attributes : evaluation and decision ... Evaluation: From your own experience in trialling the innovative practice, how do you envision using it? Decision : What factors could influence you to: Not use the innovative practice? Modify its use? Continue to use it? Use the Rogers Innovation Attributes Template 2: embedding innovative practices

Evaluation:

From your own experience in trialling the innovative practice, how do you envision using it?

Decision :

What factors could influence you to:

Not use the innovative practice?

Modify its use?

Continue to use it?

... Consider innovation attributes : adoption and embedding Adoption: What factors would influence adding the innovative practice as an elective resource in your education and training repertoire? Embedding: What factors would influence adding the innovative practice as an core resource in the education and training practices at your place? Use the Rogers Innovation Attributes Template 2: embedding innovative practices

Adoption:

What factors would influence adding the innovative practice as an elective resource in your education and training repertoire?

Embedding:

What factors would influence adding the innovative practice as an core resource in the education and training practices at your place?

... choose your model ... What does the acronym RIPPLES mean to you?

... consider organisational readiness ... Adapt and use the Designing E-learning checklist and/or Use the Becta Matrix

... Consider other models ... Some examples: The TAFE SA experience: embedding the Moodle approach The TAFE NSW experience: embedding the Wikispaces approach Victorian school experience: supporting the Web 2.0 approach Some of your examples: 1 2 3 4 5 6 7 8

Some examples:

The TAFE SA experience: embedding the Moodle approach

The TAFE NSW experience: embedding the Wikispaces approach

Victorian school experience: supporting the Web 2.0 approach

Some of your examples:

1

2

3

4

5

6

7

8

... innovation competence process ... Adapt and use a knowledge management process Do you appreciate other people's innovation capacities? When did you and your group last do a self-assessment? What's your innovation action plan? Do you regularly seek people and groups with complementary innovation competences? Do you regularly connect to increase your innovation capacities?

... What’s in your innovation plan? ...

... Take a long range view ... Check the Horizon.au project and the time for adoption & embedding the latest trends

... revise your business models ... Phase 1: Assess e-learning needs and readiness of potential future adopters; select and fund projects; setup project management Adapt and use the Four Phase Strategy

Phase 1:

Assess e-learning needs and readiness of potential future adopters; select and fund projects; setup project management

... revise your business models ... Phase 2: Develop projects, review progress, and sign off on successful initiatives Adapt and use the Four Phase Strategy

Phase 2:

Develop projects, review progress, and sign off on successful initiatives

... revise your business models ... Phase 3: Implement projects in early-adopter organisations Adapt and use the Four Phase Strategy

Phase 3:

Implement projects in early-adopter organisations

... revise your business models ... Phase 4: Implement projects and embed practices in mainstream-adopter organisations Adapt and use the Four Phase Strategy

Phase 4:

Implement projects and embed practices in mainstream-adopter organisations

... select other tools and strategies ...

... renovation strategies ... Mashups

Mashups

... renovation strategies ... Innovation portfolio See the Four Phase Strategy handouts in the Tools at: http://innovateandintegrate.flexiblelearning.net.au/html/tools.html

Innovation portfolio

... what tools and strategies could you renovate at your place? ...

... support your team ...

... support strategies ... Enablers: Eight key findings View the What Matters flyers Business models: GippsTAFE stories View the stories Mentoring models: Holmesglen ELFs story Check out the Enablers at the Innovate and Integrate website

Enablers:

Eight key findings

View the What Matters flyers

Business models:

GippsTAFE stories

View the stories

Mentoring models:

Holmesglen ELFs story

... join the Network of Champions ... http://innovate2integrate.wetpaint.com/ Find out who this is?

... Contact Coach Carole ... Voice: Text: E: [email_address] W: http://innovate2integrate.wetpaint.com/ W: http://elluminatelivetraining.wetpaint.com/ W: http://coachcarole2008.ning.com/ Ph: 0260208337 M: 0414 532 785 Skype: coach.carole Elluminate V room: http://www.elluminate.com/live/pd.html?rk=YBHALYGB3SYEIFQN

Voice:

Text:

E: [email_address]

W: http://innovate2integrate.wetpaint.com/

W: http://elluminatelivetraining.wetpaint.com/

W: http://coachcarole2008.ning.com/

Ph: 0260208337

M: 0414 532 785

Skype: coach.carole

Elluminate V room: http://www.elluminate.com/live/pd.html?rk=YBHALYGB3SYEIFQN