L8-Part 2 Story of Apollo 13

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Del curso dictado por Vanderbilt University

Leading Innovation in Arts and Culture

31 calificaciones

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Vanderbilt University

Leading Innovation in Arts and Culture

31 calificaciones

Developed by David Owens at Vanderbilt University and customized for the cultural sector with National Arts Strategies, this course is designed to help arts and culture leaders create an environment where new ideas are constantly created, shared, evaluated and the best ones are successfully put to work. One of the toughest challenges for any leader is getting traction for new ideas. Winning support can be a struggle. As a result, powerful new ideas often get stuck. This is especially true in the cultural sector. People involved in arts and culture often have little time and even less money for experimentation and risks. This course will help those in the performing arts, museums, zoos, libraries and other cultural organizations build environments where new management and program ideas flourish. Leading Innovation in Arts & Culture will teach you how to make an "innovation strategy" a fundamental component of your organization's overall strategy. In this seminar you will learn to: - Analyze constraints on innovation in your organization, foresee obstacles and opportunities, and develop a shared vision - Develop a process to manage the demands of multiple stakeholders, shifting priorities and the uncertainty inherent in new initiatives - Create a culture for innovation and risk-taking that generates new perspectives and challenges existing practice - Create a strong customer focus within your organization that anticipates customer needs National Arts Strategies worked with David Owens to customize this course for those working in the cultural sector. They based their work on David Owens’ Leading Strategic Innovation in Organizations course. This highly interactive 8-week course will engage you in a series of class discussions and exercises.

De la lección

Leading an Innovation Strategy

Our final week takes on the problem of innovating as if it really mattered. We start with the story of Apollo 13, a life-or-death situation that required intense creative problem-solving, and consider the leadership behaviors that made successful innovation possible. Next, since our focus so far has been on improving our own ability to innovate, we discuss how to use the innovation constraint model to drive adoption by those people who are the targets of our change. We then revisit the question of process, and look at the role of the leader during each phase of a team's innovation journey. Moving to the organization-level of analysis we explore innovation portfolios and their ability to help us manage risk. Finally, by way of conclusion in the course, we talk about the nature of YOUR constraints and the ways that you can continue to identify them and find ways to work around them.

L8-Part 1 Intro to Leading Innovation4:36

L8-Part 2 Story of Apollo 137:12

L8-Part 3a Driving Adoption9:02

L8-Part 3b Driving Adoption8:08

L8-Part 4a Leading the Process9:07

L8-Part 4b Leading the Process7:52

L8-Part 4c Leading the Process6:55

L8-Part 5A Innovative Orgs7:57

L8-Part 5B Portfolio Maps7:28

L8-Part 5C Portfolio Maps Continued7:02

L8-Part 5D Projects10:00

L8-Part 6 Your Constraints8:48

L8-Part 7 Stop Creative People9:51

Conoce a los instructores

David A. Owens, PhD, PE
Professor
Practice of Management and Innovation
Jim Rosenberg
Independent Consultant and Senior Advisor at NAS

[MUSIC].

So let me tell, share a little sotry about when failure is not an option.

Because there's sometimes when innovation actually really does matter.

About 56 hours into the Apollo 13 mission.

The Apollo 13 mission they were going to go to the moon the astronauts realized

that they had a problem. And what the problem was, was that there

was an explosion on board. they were not really sure what it was and

the thing was going crazy, they couldn't figure out what it was.

and what was happening was the instruments showed all kinds of failures,

a quadruple failure and they really, and they couldn't understand what was going

on. And so, there was going to be a need to

solve a problem, a problem that they had never faced before.

What I want to do is point out some of the behaviors, some of the leadership

behaviors that were want to point out some the leadership behaviors that the

leader offered or engaged in that allowed the team to get through this thing.

And so, I want to talk as much about what they did as about how these, sort of,

categories of leadership actions that could take place.

And so, one problem we have often in teams is that the teams will

disintegrate. Now, we talked a little bit in, in the

groups level about meaning and how groups have to have a meaning and they have to

have sense. They have to know what they are doing and

why they are doing it. Well, if you start reading the failure,

quadruple failure, it's a problem they never faced before, all of the sudden,

all the people working on the problem, they went into their little holes.

And they just they're only talking to people on their teams.

And so the leader here realized that the team was disintegrating that, in fact,

the sense that they were all part of something, a part of a project going

forward together, but they needed to be together.

They need each other, was getting lost. And so we pull people together and said,

hey, come on back, come back here. By doing that he articulated the norms,

and said okay, this is how we're going to be.

This is what we're going to to do, we're not going to guess, we're not going to

all talk at the same time, but I need your attention here.

And so we pull everyone together and said, this is how we're going to be.

And this is what we're going to do. We also showed careful listening and so

one point, one of the the. At one point of the engineers came and

said hey they're running out of oxygen and we've got this problem.

He said, well aren't there scrubbers on board.

He said, well these are square here and these are round here and they don't fit

together there. And so, this kind of careful listening is

an important thing, that someone comes up and says, hey, wait, we have a problem.

Even though the leader was focused on a different problem, he had to actually

listen to that. And then, he saidwWell, I don't have the

bandwidth to do everything and so, I'm just going to delegate authority.

I'm going to say well, look, it's like, you have to do this, you have to fit a

square peg in a round hole or, and you have to do it rapidly.

So, take off and do that. And it's going to, delegation of

authority is often hard. Because here's a life or death situation,

it requires innovation, and we have to trust people to go off and do the thing

that we need them to do. Taking responsibility, and so the person

who's given the delegated task, takes responsibility for it.

Says, hey look team, the people upstairs have given us this.

we really have to come through. This is a life death, death situation.

an so this kind of taking of responsibility is an important part of

this as well. So, he was able to give the

responsibility and the responsibility was also taken.

The sub leader of the, of the smaller team was able to say, hey look this is

the problem. And, and Greg came very clear with

problem definition. And actually he had some props along.

He said we're going to fit this into a hole made for this using nothing but

this. And so they started to put on coffee,

they started to express the norms that they're going to use to solve this

problem together. At the same time, other teams are going

and so they're doing the thing called multiplying effort.

And so there are multiple parallel streams going.

And when we talked about time constraints, this is a way to do,

basically, get past those time constraints.

And so here, they're multiplying the effort of the individual by having

individuals work on the different aspects of the problem at the same time in

paralell. He's able to stay fit with the landscape.

And so in this case, he suspects that people are still working according to the

old plan or that they have some kind of idea that they're going to stick with the

old plan. Or that they keep referring back to the

old plan as a way to think of going forward.

I think from an innovation perspective that's not going to work.

You don't want people going back to the old way.

You want people moving forward to a new way.

And so he does this very, sort of literal thing of taking the plan and throwing it

in the trash, and says, you know, this is not what we're doing.

we're going to get our people home, that's the new goal.

And he's very clear about that, about how it is that they need to stay fit with the

landscape. Something has changed in the environment,

and so they need to change their approach to what's going on.

And he has to make it clear to them that we have a new goal at hand.

He also continually probed for alternatives.

He says, at one point, okay, here's what we should do.

Maybe we should just turn around and come right back, and then he stops and says

back to listen. And then this sort of big argument breaks

out. Like, oh no we can't do this, we can't do

that. And people begin to poach at it, they

begin to poke at it. They start lots of task conflict.

engaging in there. And he lets them go through that.

It's not relationship conflict. They're not mad at each other.

But what they are doing is they're arguing about what is the best answer.

And that's the kind of conflict that you'd like to have, right that kind of

task conflict. We've talked about that.

He also listens for a weak signal. At one time, he sees the contractor is

getting quiet and he says you know, I can't make any guarantees.

This thing was not designed to do that. And the in addition to listening to this,

he uses this as a norm, as an opportunity to sanction behaviors and say, look that

attitude is no good. That attitude is not going to work here.

That's not what we're here for. What we're here for is to do what we can

do, not what we can't do. The goal here is to say what is possible,

not what is impossible? So that Contractor's response makes a

great opportunity for him to step up and say something to do something that

actually changes the tenor of the team. To change the emotional context within

which they're operating. Goal clarity, he also says you know,

failure's not an option, and basically takes it off the table.

And so now, in it's, it is a very emotional thing.

But to say failure's not an option actually gets people energized.

But they realize now okay this is serious, this is real, we're going to go

through with this thing this way. And I kind of crystal clear goal clarity

is so important, because now they know what the goal is, what is that they are

trying to do. And in a long way he's told them what the

norms are, he's told them what the constraints are, he's told them all these

things about how it is they're going to work together we get this thing done.

So this kind of constraints, like navigating these constraints in the

Apollo 13 movie and I'll. So the Apollo 13 movie is about

The Apollo 13 story is about someone navigating all these constraints and

coming through all these problems and sort of fixing the constraints one by

one. And these constraints are these kind of,

you know, basically these powerful lions' things that we have to sort of keep off

and try to keep from stopping us as we push our innovation through.

And so, what is it that we need to think about as we go forward?

Well I have three things that I want to talk about in this idea of leading

innovation. For one is, we've talked a lot about

constraints and how they apply to us. But what I, want, also want to talk about

is how the constraints apply to the adopters of our innovation, the people

out there who would want to accept our innovation and certainly constraints that

apply to them. How are we going to think about those?

The second issue I want to talk about is what is it you need to tend to when

you're running an innovation team? So you have a team working, and there's

some things that we really need to attend to.

And I, we talked about a great deal of them during the, the groups week but I

want to talk about this a little more and bring us back to some of the important

points there. And third is, how can you help your

innovation team become more strategic? How can you help you help you

organization become more strategic about innovation?

It's not as straightforward a thing of just saying, hey, let's go be more

innovative. There's actually, we have to, there's

some things we have to do. Now, hopefully I'll be able to give you

some tips that you can use actually to go out and do that thing called be more

innovative. So next up we're going to talk about

adoption. How is it that we drive adoptions in

people who have constraints, and whose constraints we may not fully understand?

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