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Nesta Final Report Launch 14th December 2009 V7
1. Everyday Innovation: How to
enhance innovative working in
employees and organisations
Prof Fiona Patterson
Dr Maura Kerrin
Geraldine Gatto-Roissard
Phillipa Coan
2. Introduction
⢠Research aims:
â define the characteristics and behaviours associated with
innovative working
â explore the organisational resources that facilitate or inhibit
innovative working
â address the âhow toâ enhance innovative working in employees
and organisations
⢠Showing the links between evidence based theory and
practice
⢠Context of a global economic crisis
3.
4.
5. Report overview
Part 1. Background & research methodology
Part 2. Innovative working & the impact of recession
Part 3. Characteristics & behaviours for innovative working
Part 4. Organisational factors influencing innovative working
Part 5. Managing, leading & promoting innovative working
Part 6. How to enhance innovative working in employees &
organisations
Part 7. Summary & final reflections
Appendix
⢠Case Study: How to create an innovation culture
⢠A diagnostic framework for innovative working in organisations
6. Part 1. Research Methodology
⢠Review of the literature on entrepreneurship, wider
business, management and psychology
⢠Senior stakeholder interviews & case examples
⢠UK-wide survey facilitated by the Chartered
Management Institute based on 850 responses from
member organisations.
Thank you to all those who contributed to this research
7. Literature review key findings
http://www.nesta.org.uk/characteristics-and-behaviours-of-innovative-individuals-in-organisations/
8.
9. Part 2. Innovative Working & the
Recession
⢠78% of survey respondents reported that innovation was now
âveryâ or âextremely importantâ to their organisationâs agenda
⢠70% reported that the focus on innovation will be reinforced in
the current climate
⢠However, some working practices being adopted will actively
inhibit innovative working
⢠Results indicate that the public sector is less focused on
promoting innovative working
10.
11.
12. Common âmythsâ about innovative
working
âŚonly a few people are creative
âŚinnovators are oddballs
âŚlateral thinking is enough
âŚinnovators are not detail conscious
âŚinnovators are too challenging to manage
âŚimplementation is the easy bit
âŚtraditional group-based brainstorming on flip chart/post-its is
highly productive
âŚthe potential to innovate necessarily decreases with age
13. Part 3. Characteristics & behaviours
for innovative working
⢠Motivation, personal initiative, openness to ideas, self-efficacy,
original problem solving are key employee characteristics
⢠Certain characteristics are more important at different phases of the
innovation process
⢠Beyond a basic level, intelligence is not linked to innovative working
⢠Conscientiousness is a negative predictor of innovative working
⢠Despite recognising the importance of innovation within selection &
recruitment, only 29% of organisations currently act upon this
⢠Current HR practices in many organisations act to inhibit
innovative working
15. Part 4. Organisational factors
influencing innovative working
⢠Embedding innovation within organisational values is important
⢠Innovative working is enhanced by intrinsic rewards
⢠Only a third of survey respondents reported their appraisal system
is directly linked to rewarding innovative working
⢠An organisational culture that supports innovative working is
tolerant of failure and values risk taking
⢠These practices were reported as less evident in public sector
organisations
16. Part 4. Organisational factors
influencing innovative working
âPaper chasing in the public sector undermines judgements and
weakens the decision-making process. The controversial case of
Baby P is an extreme case in point of what happens when a
decision-making process becomes weakened over time. Public
servants are often over-concerned about the consequences of
failure: negative media coverage can lead to risk aversion, even if
the content of the media stories is not related to innovationâ
(Su Maddock, Director of Innovation, Whitehall Hub).
17. Part 5. Managing, leading &
promoting innovative working
⢠âUnclear leadership strategy & goals towards innovationâ is
identified as the most significant barrier to innovative working
⢠Respondents from the public sector were significantly more
likely to report ârisk aversion & a fear of failure among leadersâ
and âtoo hierarchical a structure across staff levelsâ
20. Part 6. How to enhance innovative
working
⢠Validated psychometric instruments to evaluate employee, team
& organisational innovation are available
⢠Leadership & management skills are crucial
⢠Diversity and social networking are key ingredients
⢠Respondents reported âcross-functional teamsâ (47%) and âjob
rotations/secondmentsâ (32%) as being commonly available
organisational initiatives to promote innovative working
⢠âBrainstormingâ was reported as the most common method used to
foster idea generation (45% of survey respondents)
24. Thank you
f.patterson@city.ac.uk
m.kerrin@workpsychologygroup.com
http://creativity.city.ac.uk
MA/MSc in Innovation, Creativity and Leadership, commencing Sept 2010