The Cynefin Framework is a useful model for describing complex systems and is particularly helpful when grappling with the complexity and ambiguity that often surrounds innovation. To do it justice requires many thousands of words but I have tried to provide a flavour so that readers can investigate further for themselves. First of all it is a sense-making not a categorisation model i.e. our data already exists and our model is applied to make sense of the patterns that occur within it. The model describes 3 types of systems – ordered (subdivided into simple and complicated), complex and chaotic. For
Read my exclusive interview with Peter Cook for the Innovation Excellence website http://www.innovationexcellence.com/blog/2012/06/16/something-in-the-air-%E2%80%93-holistic-innovation-and-creativity/ by clicking on the link. Peter asks questions such as ‘what innovation demons do you want to purge?’ and ‘what is the future of creative thinking?’. Peter’s love of rock n roll also mean that there is a musical reference. In this case you can listen to Something In The Air by ThunderClap Newman.
What normally happens when people come up with bright ideas at work? A manager will typically calculate the cost of implementing it. This cost will then be balanced against the value potential of the idea – usually additional income from increased sales or reduced operational costs. The more creative an idea is, the harder it can be to determine the value in monetary terms. Many potentially very exciting ideas are not implemented simply because a manager has decided that to do so would be too costly. While such managers are excellent at working out the cost of implementing an idea,
Now that I have your attention, please do no resort to violence, I just want to wake you up! Organisations, just like people, can get set in their ways. Relying on established ways of working and fixed patterns when solving problems not only stifles innovation, but can lead to a narrow perspective and moments of self delusion when you kid yourself that things are going ok ,and there is nothing else you can do. Here are three ways to help your organisation wake up: Challenge existing rationale. Every organisation has shared explanations for doing things the way they do. Be critical
Recently we brought to you the story of Dr Paul Thomas’ work with Blaenau Gwent CBC Environmental Services. Here we give you another chance to watch the BBC programme ‘Ban The Boss’ and also a brief update on what happened afterwards. In 2008, colleague Dr Paul Thomas started working within Blaenau Gwent County Borough Council and was filmed by the BBC. This resulted in the BBC programme ‘Ban The Boss’ which can be viewed by clicking here. The programme follows Paul as he applies Complexity Theory whilst working with the Environmental Services Department (Highways, Refuse and Recycling, Litter-picking, and Street Cleansing).
Governments all over the world talk about ‘Innovation’ and ‘Creative Policies’ but do they actually just give us more of the same? Do they ever come up with, or even discuss things that are a little off the wall? Below is the text of an email that I received with some suggestions as to how we can sort out our issues here in the UK. They need some further thought but could some of them actually work? Dear Mr Cameron, Please find below our suggestion for fixing the UK ‘s economy.Instead of giving billions of pounds to banks that will
Today this article was published on the BBC website as David Cameron announced measures to tackle problems within the NHS. Read the article here. In short, Mr Cameron recommends that the public be encouraged to carry out inspections and nurses carry out regular ward inspections. There are a number of flaws in the logic here. First of all those urged to carry out inspections will already be doing so. The public will be looking because they are concerned about the environment that they and their relatives find themselves in and nurses will be looking anyway because it is part of their job.