A Systems View Across Time and Space
Table 3 The research methodology applied by project leaders of innovation projects
Innovation leadership by applying a research methodology as a stepwise approach | Team01 project leader (A and B here refer to 2 critical incidents) | Team06 project leader | Team17 project leader |
|---|---|---|---|
1 Sensing an unexpected outcome: what is going on? Reflect on one’s understanding, feelings and experience of an incident | A Pre-sensing possible risks with IP rights B Experiencing delay and redefinition of objectives | Anticipating issues that are expected to emerge | Sensing that present design is not going towork |
2 Experiencing and acknowledging an unexpected outcome: is there a problem? Structuring the incident and bringing it to the surface (explicating what is implicit) | A IP distribution needs to be settled B Objective must be made clear in system description | No unexpected outcomes due to anticipation and being alert; risks are explicit | Acknowledging that a new design is needed |
3 Assessing (‘scoping’) the implication of the outcome (defining boundaries and governing values; critical evaluation of outcomes) | A Action is a single-loop solution: intervention by expert B Action is a double-loop solution: arranging a special session | Action is single-loop: keeping risks within manageable boundaries and double-loop: creating workarounds when needed | Action is single-loop: finding new ideas partly based on former feasibility studies and double-loop: developing additional solutions based on new technical insights |
4 Assessing the outputs and outcomes and developing alternatives (conceptualizing, restructuring) | A Agreement on IP rights will continue the project with the partner B Developing routes will continue cooperation and team work | Back-up plans are made for likely deviations | Developing a new design by consultation of others and team |
5 Experimenting and testing alternatives (general hypothesizing, (re)designing new actions) and striving for validated data (operationalization; incorporating new actions into a testable framework) | A Consensus is drive for sharing business with partner B Trust is a drive for collaboration with the partner team but not always achieved | Solutions for emerging issues are designed on the spot | Gathering evidence-based information, preparing and giving presentations |
6 Anticipating effects of the newly chosen solution; pre-evaluation (specific hypothesizing) | A IP-right distribution is a condition for sharing B A good business case will convince business side of partner | Solutions for issues are provided to stakeholders in advance to gauge their responses | Building a business case for the new design |
7 Executing the new solution (intervention, implementation of new action) | A Effectuated B Effectuated | Effectuated | Effectuating new plan |
8 Evaluating the outcome of the new action or solution (feedback, a return to ‘reflection-in-action’ and ‘on-action’) | A Cooperation continued B Five prototypes were developed in the end | Project debriefed to gather lessons learned | Execution is underway; expectations are favourable |