The document explores the concept of bridging organizations and open communities of practice (OCoP) as a response to unfulfilled employee creativity and radical innovation challenges in businesses. It outlines various forms of external collaborative communities, including crowdsourcing, and discusses personas associated with these platforms. Additionally, it provides practical tips for facilitating successful collaboration in OCoP, emphasizing the importance of structured processes, transparency, and alignment of values.

1. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Facilitating Ideation
with External Open
Collaborative
Communities
Karla Phlypo PhD
May 20, 2014
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2. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Study Background - Emerging Forces of Innovation:
Bridging Enterprises and Open Communities of
Practices
• Provided insight into the emergent paradigm of
bridging organizations
• What it means to be part of open communities of
practice (OCoP)
• How bridging enterprise facilitated OCoP
• Aim was to understand the values, persona of the
participants of OCoP and Bridging enterprise
• Understand the business model and structure of the
Bridging enterprise
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3. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Background -Continued
Problem
• 57% of employees are feeling unfulfilled and
underutilized in their jobs. (Gibbons, 2009; Shalley,
Gilson and Blum, 2009)
- Feeling they cant participate in innovative or
creative ways.
• Radical Innovation opportunities allude
conventional business models
• Creative individuals are looking for ways to
express their creativity.
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Forms of External
Communities
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The Rise of External Sources of Knowledge Creation and
Innovation Capacity Building
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CoP Crowd/Freelance Open Collaborative CoP Peer to Peer/ Open
Innovation
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Crowdsourcing
Outsourcing to a Crowd (Howe, 2005)
• Independent Individuals
• Problem Solving
• Ideation
• For Cash and Prizes
• Competitive
• Sponsored by an
organization
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8. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Crowdsourcing Persona
• Primary Persona found in Crowdsourcing
- Narcissistic Individualist - Driven by
Status, and material truths1
- Cognitive Self Expressive Individualist -
Driven by internal guidance, and systems
and holistic view2
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Note:
1 Graves, Kegan &VanMarrewijk
2 Graves, Kegan &VanMarrewijk
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9. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Crowdsourcing 2.0
• Open platform provided by a
company
• Developers of technology use
platform as spring board
• Enterprise sponsored Process
and Requirements for
development
Or
• Bridge to market place
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10. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Collaborative Open Communities
• Mostly collaborative
• Enterprise as Bridge to
manufacturing and distribution
• Some cash & intrinsic
motivation
• Cooperative
• Not sponsored by corporations
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11. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Collaborative Open
Communities Persona
• Communal - Driven by group consensus3
• Absolutist - Driven by Authority Rule
though collaborative under the right
conditions4
• and a few Narcissistic and Cognitive self
expressive individualist
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Note for full reference see references at the end
of this presentation. :
3 Graves, Kegan &VanMarrewijk
4 Graves, Kegan &VanMarrewijk
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12. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Peer to Peer and Open
Innovation
• Mostly Collaborative
• Intrinsic motivation
• Fulfills desire to share creative
capacity
• Cross functional
• Rarely compensated extrinsically
• Project driven by universities or
interest groups (enthusiast)
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13. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Persona of Peer to Peer and
Open Innovation
• Some Communal
• Mostly Cognitive Self expressive
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14. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Tips for Facilitating OCCoP
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15. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Tips
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• Must have a stable innovation/ideation
process
• Easy user interface for participant to
collaborate
• Easy way to input and sort ideas and
concepts for future use
• Process must drive collaboration not
competition
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16. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
More Tips
• Process must be able to sort and share
archived ideas.
• Enterprise must have a transparent process
of how the ideas will be use and if they are
used a way to inform the collaborative
open community of their use.
• Provide Training on how to collaborate, use
the tools, as well as self governance
practices.
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17. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Even More Tips to Support
Facilitation
• Facilitate discussions to keep those who
desire to cause mischief from disrupting the
delicate balance.
• If there is compensation for collaboration
outcomes, make it clear and easy to
understand.
• Values need to be aligned with the
collaborative open community. (Phlypo, 2013)
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References:
Howe, J. (2006, 2 June) ‗Crowdsourcing: A definition‘, crowdsourcing: Tracking the rise of the amateur [Online forum content]. Retrieved from http://
crowdsourcing.typepad.com/cs/2006/06/crowdsourcing_a.html
Gibbons, J. M. (2010, January). I can‘t get no…job satisfaction, that Is (Report R-1459-09-RR). The Confidence Board. Retrieved from http://www.conference-
board.org/
Graves, C. W. (2005). The never ending quest: A treatise on an emergent cyclical conception of adult behavioral systems and their development; Dr. Clare W. Graves explores
human nature. (C. C. Cowan & N. Todorovic, Eds.). Santa Barbara, CA: ECLET Publishing.
Graves, C. W. (1974). Human nature prepares for a momentous leap. The Futurist, 8(2), 72–85. Retrieved from wfs.org
Graves, C. W. (1970). Levels of existence: An open system theory of values. Journal of Humanistic Psychology, 10(2), 131–155.
Graves, C. W. (1966). Deterioration of work standards. Harvard Business Review, 44(5), 117. Retrieved from http://hbr.org/
Kegan, R. (2009). The Evolving Self: Problem and Process in Human Development. Cambridge, MA: Harvard University Press.
Kegan, R., & Lahey, L. (2009).Immunity to change: How to overcome it and unlock the potential in yourself and your organization. Cambridge, MA: Harvard Business Press.
Phlypo, K. (2013). Emerging forces of innovation: Bridging enterprises and open communities of practice. (Dissertation and Theses). Walden University. Retrieved
from Retrieved from http://search.proquest.com/docview/1462041984?accountid=14872
Shalley, C. E., Gilson, L. L., & Blum, T. C. (2009). Interactive effects of growth need strength, work context, and job complexity on self-reported creative performance.
Academy of Management Journal, 52(3), 489–505. doi:10.5465/AMJ.2009.41330806
van Marrewijk M. (2010a). The cubrix, an integral framework for managing performance improvement and organizational development. Technology and Investment 1(1), 1.
doi:10.4236/ti.2010.11001
van Marrewijk, M. (2010b). A value-based and multi-level model of macro economies. Technology and Investment, 1(1), 35. doi:10.4236/ti.2010.11005
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19. © 2014 Knowledge and Innovation Science Consulting and Coaching Inc.
Karla Phlypo Ph.D.
Knowledge and Innovation Science Consulting and Coaching Inc.
Clarkston MI
Blog: Distilledwisdom.tumblr.com
Email: karla.s.phlypo@gmail.com
Contact: 248.802.7779
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