Practise-based innovation and ageing


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Prof. Helinä Melkas in Japanese-Finnish seminar 10.09.13

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Practise-based innovation and ageing

  1. 1. Practice-based innovation and ageing Professor Helinä Melkas Lappeenranta University of Technology Lahti School of Innovation 10 September 2013 Japanese-Finnish seminar: Ageing… Lahti, Finland
  2. 2. Innovation concepts Innovativeness = a way of doing things that is both spontaneous, imaginative and systematic Innovating – implementing this way of doing things Innovation – both a process and an end result Innovation activities – an ambiguous concept that focuses on many levels
  3. 3. Innovations are new ideas taken into practice Combining information, knowledge and expertise in novel ways Many different types: product, process, organisational, social, system, service… innovations They are often developed complex, interactive and continuous processes; they are not single events They are not a marginal phenomenon but part of everyone’s life
  4. 4. Origins of innovations Science-based Science, technology, innovation (STI model) Practice-based (a majority) Doing, using, interacting (DUI model) Crucial in user-driven and employee-driven innovation Source of the picture:
  5. 5. • Complement each other • Both are needed But… • Expertise is different • Tools and methods are different • Evaluation and measurement are different • Big challenges for innovation activities and policy Science- and practice-based innovations
  6. 6. Different kinds of innovation processes Lester & Piore, 2004 ANALYTICAL INTERPRETATIVE • The focus is a project, with a well- defined beginning and end • The thrust is to solve pre-defined problems • Managers set goals • Managers convene meetings and negotiate to resolve different viewpoints and eliminate ambiguity • Communication is the precise exchange of pieces of information • An employee and/or a customer is “an object” of actions • The focus is a process, which is ongoing and open-ended • The thrust is to discover new meanings and make things visible • Managers set directions • Managers invite conversations and translate to encourage different viewpoints and explore ambiguity • Communication is fluid, context- dependent, undetermined • “Possible worlds” are discovered and built in collaboration • Employees and/or customers are active, creative actors who create meaning together
  7. 7. Practice-based innovation is interaction between people A sense of safety is needed; courage to try out, be surprised and make mistakes A joint “construction site”: What kinds of roles and tasks are needed in the different phases of innovation processes? What kinds of people and competences are needed in the different phases of innovation processes? How are people encouraged and inspired? How are individuals, teams and networks managed? How are people made to participate? How are opportunities for participation created?
  8. 8. New opportunities in practice-based innovation activities - In traditional science-based innovation activities the role of universities was underlined, but opportunities provided by practice-based innovation are open to everyone (individual employees or customers, organizations, professional groups, sectors, regions …) - Practice-based innovation activities typically originate from employees, customers or partner networks in daily activities - It is important to recognize different types of innovations and different ways of doing innovation activities - It is also important to support combining of science- based and practice-based innovation activities
  9. 9. Challenges in practice-based innovation activities - There is still prejudice against practice-based innovation activities – they are seen as less valuable - Lots of potential: - In combining different types of innovations – e.g., technological product innovations and service or process innovations - At the interfaces of different fields - In listening to different types of customers and employees with their special needs and expectations
  10. 10. Helinä Melkas • A group of ”active seniors” took part in creating a novel service concept for a new housing unit for the elderly • Stakeholders: a third sector service provider, City of Lahti, ”experts” (researchers) and students of design • Participants in the idea generation process: – About 60 persons were willing to participate in the idea generation exercise – 45 participants finally produced ideas or refined ideas presented by others (anonymously); altogether about 300 idea initiatives - Two fictional characters (’Onni’ & ’Martta’) were used to assist the idea generation phase - The participants expressed their ideas by means of (assisted) use of an Internet-based tool Case: Collaborative design of a new housing unit for the elderly
  11. 11. Helinä Melkas • Location of the housing/wellbeing unit • Accommodation in the unit • Technology needed in the unit • Joint spaces for activities • Requirements or wishes concerning activities in the unit • Services provided in the unit Collaborative design: The ideas were related to…
  12. 12. Helinä Melkas • The housing unit/ wellbeing centre as a continuum for ”everyday life” • Participation is more important than ”consumption of services” • A sense of community, autonomy & freedom • Basic services to assist in daily life and increase the feeling of safety and security To summarize: the participants of the idea generation process (future customers) wanted to be deeply involved in the centre’s service production and activities – not only as recipients, but also as ”producers” Collaborative design: “Spirit of the ideas”
  13. 13. Thank you!