Midnight Lunch: Collaboration and Coherence - Edison Webinar Feb 18 2013


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Learn how to apply Thomas Edison's revolutionary collaboration methods in the digital era. Identify how Edison created new Context through his collaborations, and engaged principles which drove Coherence across his teams.

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Midnight Lunch: Collaboration and Coherence - Edison Webinar Feb 18 2013

  1. 1. Midnight Lunch: How Context andCoherence Propelled EdisonsCollaboration Success Sarah Miller Caldicott CEO, Power Patterns of Innovation Great grandniece of Thomas Edison Books: Innovate Like Edison Inventing the Future Midnight Lunch © 2007 - 2013 Sarah Miller Caldicott
  2. 2. America’s Greatest Innovator, Thomas Edison: 1847-1931 © 2007 - 2013 Sarah Miller Caldicott
  3. 3. Miller/Edison Heritage Robert Anderson Miller Mina Miller Edison Lewis Miller © 2007 - 2013 Sarah Miller Caldicott
  4. 4. Researching Edison’s Life and WorkThe Edison Papers Archives at Rutgers University © 2007 - 2013 Sarah Miller Caldicott
  5. 5. Edison Built New Markets Pioneered 6 industries, billions in market value Document duplication (1873) Telecommunications (1876) Recorded sound (1877) Electrical power (1879) The Movies (1893) Storage Battery (1903)Midnight Lunch © 2007 - 2013 Sarah Miller Caldicott
  6. 6. Without Collaboration, Innovation Stalls Today’s Conversation• Shifts in global environment• Why collaboration is crucial• The power of context• Creating coherent teams
  7. 7. New Book: Midnight Lunch (Wiley)Learn how to collaborate in 21st CenturyHow did Thomas Edison developwinning innovation teams?What new skills would Edisonadvocate for the digital age? Midnight Lunch in Jan ‘13 edition of Fast Company! bit.ly/VY7GkP Book bit.ly/TlUz9r Article
  8. 8. World Innovation Forum Changes in global playing field for business• C.K. Prahalad: “Global Reset” (2009)• Familiar business models shifting – Media, Finance, Energy, Retail• Merging of strategy, innovation, value creation• New ability of organizations to create with customers• “Anticipate and create” vs. “Sense and respond”
  9. 9. Trends Propelling Collaboration Collaboration central to staying relevant• Rishad Tobaccowala - VivaKi - Chief Strategy & Innovation Officer 1. Staying relevant 2. Innovating 3. Attracting and retaining talent• Collaboration essential to all 3• Edison’s use of flat teams to power collaboration can help us today
  10. 10. Trends Propelling Collaboration Shifts in composition of the global workforce• 1 billion working age adults: 2020 - Gen Y to dominate: 2025• Proliferation of smart devices: - > 5 billion mobile phones globally - Desire to “be connected”• Virtual teams increasingly popular - 40% now in virtual teams (Forrester, 2012) - 56% in three years• Organizational hierarchies flattening
  11. 11. Edison’s 4 Phases of True Collaboration™ Collaboration powered Edison’s innovation success• Phase 1: Capacity• Phase 2: Context (TODAY)• Phase 3: Coherence (TODAY)• Phase 4: Complexity
  12. 12. Edison Saw Collaboration As… Applying discovery learning within a context of complexity, inspired by a common goal or a shared purpose. © 2007 - 2013 Sarah Miller Caldicott
  13. 13. Collaboration vs. TeamworkCollaboration and teamwork are NOT the same“Collaboration is not the same thing as teamwork. Teamwork is simply doing your part. Collaboration involves leveraging the power of every individual to bring out each other’s strengths and differences.” - Greg Cox, President, Dale Carnegie Training - Chicago © 2007 - 2013 Sarah Miller Caldicott
  14. 14. Phase 1: Capacity Edison transformed employees into colleagues• Ritual blending social, scientific language• Low “social distance”• Midnight lunches• Generated trust, deep exchange via small teams• Without Phase 1, all the other three Phases are harder
  15. 15. Phase 2: Context Solutions Through Discovery Learning vs. Tasks• Activate the brain’s “creating centers”• Solo Meld: - Reading, analogical thinking, preliminary questions  “Are light and electricity related?”• Mental models and flawed thinking• Examining “how you think” (Peter Senge)
  16. 16. Solo Meld Evaluate your mental model first• Failure: electronic vote recorder• Edison re-evaluated his thinking: 1. I am seeking utility 2. I will address needs 3. I am seeking radical solutions 4. I desire creative freedom 5. I am open to discovering new phenomena
  17. 17. Group Meld: Questions & DialogueForm master questions – not problem statementsCasual team dialogue engages creatingcenters of the brain- “How do substances burn?”- “How does the eye perceive motion?”- “How can I capture sound so it can be replayed again and again?”
  18. 18. Form HypothesesContext allows creation from future statesExplore master question by forminghypotheses: if/then statements - If we could minimize…then… - If it would be possible to… then… - If we could increase the amount of … then … - “If I can mechanically capture sound, then I can create a commercial market”
  19. 19. Edison’s Botanic Laboratory - Ft. Myers, FL © 2007 - 2013 Sarah Miller Caldicott
  20. 20. Edison Valued Experimentation Context emerges when solutions are still forming• Don’t lock down too soon• Platform of discovery, not tasks• Dialogue: share outcomes, scenarios• “No experiments are useless.” - Thomas Edison• Experimentation: common currency
  21. 21. Prototypes Embed Discovery LearningPractice risk-taking, hands-on engagement• Faster “learning cycles” by combining experiments, prototyping• Iterating allows us to “anticipate and create”• Many prototypes possible: • Notebooks • Video • Narrative • 3D
  22. 22. Phase 3: Coherence Diverse forms of leadership are essential• Inspirational leadership - Different from “command and control”“An inspirational leader anchors you at the starting point and at the ending point. The distance between those points feels long, it feels far. It feels impossible.” - Greg Cox, President Dale Carnegie, Chicago
  23. 23. Importance of Shoulder-to-Shoulder LeadersBridge knowledge assets within and across teams• These leaders “emerge”• Build innovation momentum within and across teams• Catalysts: - Collegiality - Optimism - Expertise• Microcultures - Microsoft Kinect - 3M - GRIT
  24. 24. Create a Culture of ProgressFor Edison, diverse factors were linked to progressExperimentation = Progress: “The only way to keep ahead of the procession is to experiment. If you don’t, the other fellow will. When there’s no experimenting there’s no progress. Stop experimenting and you go backward.”Today: - Multi-generational workforce - Diverse definitions of progress: title, pay, tenure, span-of- control, “meaning”
  25. 25. How We Cognitively “Process” ProgressProgress links to purpose, the meaning of daily work• “The Power of Small Wins” - Theresa Amabile and Steve Kramer• Consciously communicate progress• Transparency crucial: Gen Y - Not all the news has to be good• Empowers shoulder-to-shoulder leaders• EDISON ENABLED TEAMS TO OWN THEIR GOALS
  26. 26. Collaboration a Crucial SuperskillFoundations for Collaboration to Thrive• Connecting small, diverse groups• Create collegiality• Develop new context: solo, group• Experiments, questioning, hypotheses• Coherence through common content• Shoulder-to-shoulder leadership• OWNING GOALS
  27. 27. Do a Team.Read™ of Midnight Lunch Continue momentum - Edison’s Birthday Week• Do a Midnight Lunch Team.Read with your team or group • LinkedIn groups • Project teams • Blog groups • “4 phases of collaboration in 4 weeks”• Purchase copies of Midnight Lunch - www.powerpatterns.com/Books• Receive a free Team.Read workbook and Midnight Lunch™ Kit!
  28. 28. Expand Your Network Sarah Miller Caldicott CEO, The Power Patterns of Innovation info@powerpatterns.com | www.powerpatterns.com Twitter: @sarahcaldicott | LinkedIn: Sarah Caldicott Facebook: Power Patterns of Innovation Fast Company article: bit.ly/TlUz9r YouTube book trailer: bit.ly/UTBFN8 Book Slideshare: slidesha.re/YpH0wz Book purchase: www.powerpatterns.com/Books Midnight Lunch (Wiley) also available from Amazon, major book sellers©2007 - 2013 Sarah Miller Caldicott