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Innovation through participation
 

Innovation through participation

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Innovation through participation: how to increase participation of employees and how that generates innovation

Innovation through participation: how to increase participation of employees and how that generates innovation

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  • intro
  • Not ICT, not project management, not structure- but the processEnd goal for me: participation, but only if it’s meaningful – producing innovation... So BothMy quest: trying to understand cultures so that I can enable people to break through so they can make an impactIn practice: Hanken, AIESEC, HubNow... thesis
  • Creativity & the ideas that cause people to say ”there are no bad ideas” are needed to get to innovation. So how to get the ideas that cause people to say ”there are not bad ideas”...New + meaningful
  • These words were originally spoken by two-time Nobel Prize winner Linus PaulingBy this he meant that the more people involved in the creation of the software, the more “bugs” (defects in the software) they could uncover quickly.
  • Construction of social identities and power relations through discourseVision, mission, top-down, bottom-up are not only concepts but also become a part of organizational life.Define the structure of rights: what they are expected, can, cannot doThe effects can be subtle and go unnoticed in the organization
  • A study based on 12 Nordic companies. We’re looking for discourse that promotes participation and discourse that impedes participation
  • The best way to have a good idea is to have a lot of ideas
  • A study based on 12 finnish companies. We’re looking for discourse that promotes participation and discourse that impedes participation

Innovation through participation Innovation through participation Presentation Transcript

  • Tuomas Kamppila 14.12.2012
  • Tuomas Kamppila 14.12.2012
  • Tuomas Kamppila 14.12.2012
  • Tuomas Kamppila 14.12.2012
  •   Innovation? Creativity?
  •    “The best way to have a good idea is to have a lot of ideas.” -Linus Pauling “Given enough eyeballs, all bugs are shallow.” -Linus Torvalds Surely two Linuses can't be wrong.
  •  OK, let’s get down to business...  The critical discursive perspective.
  • Disabling Enabling Mystification Self-actualization Disciplining Dialogization Technologization Concretization Mantere, Vaara (2008)
  •  Let’s make sense of it: Identify & discuss discourses.  Has any of this happened in your organization? Did it enable or disable people to participate? What was the outcome for your organization?  ...Be honest   
  • Disabling Enabling Mystification Self-actualization Disciplining Dialogization Technologization Concretization Mantere, Vaara (2008)
  • Conception: process driven by statements not to be questioned or criticized, access to information is restricted, closed workshops, use of experts Role of management: preacher, central role Role of employees: follower, not to question managers Effect on participation: managers generate, employees implement
  • Conception: command structures, organizational control mechanisms, access to information restricted Role of management: heroes with responsibility, punishing disobedience Role of employees: follow the guidelines and the rules Effect on participation: managers’ central role legitimated, participation when permitted
  • Conception: follow a specific system with rules, info controlled Role of management: define the systems Role of employees: follow the system, expert power Effect on participation: specific systems legitimated, limiting new perspectives
  • Conception: finding meaning, ideally emancipation, micro-level decisions and workshops Role of management: all can participate Role of employees: all can participate Effect on participation: legitimates group and individual efforts and even conflicting ideas
  • Conception: constructive dialogue between different groups, concrete negotiations for different stakeholders Role of management: key decision-makers Role of employees: participation allowed Effect on participation: legitimates managers’ key role, helps give voice to others
  • Conception: transparent, concrete rules and practices for everyday decision-making Role of management: key decision-makers but follow joint rules Role of employees: participate as specified by the joint rules Effect on participation: helps demystify decision-making & legitimate participation
  •    Avoid ”Tom Sawyer” thinking Decide where to open up – and where not to open up Be of the community – not above the community Chris Grams, 2012
  •  One year from now  Until the end of the year Today
  • Tuomas Kamppila 14.12.2012