Eli 2008 Fall Focus
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Spaces to Learn Spaces to Innovate ELI Fall Focus Session 2008 Malcolm Brown Educause Learning Initiative [email protected] 1
description
Slides used in a presentation at the Educause Learning Initiative's Fall Focus Session, 2008, at the University of Minnesota.
Transcript of Eli 2008 Fall Focus
Spaces to LearnSpaces to Innovate
Spaces to LearnSpaces to Innovate
ELI Fall Focus Session 2008
Malcolm BrownEducause Learning Initiative
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“If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”
“If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”
attributed to Henry Fordattributed to Henry Ford
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“Well… how did I get here?”“Well… how did I get here?”
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“Well… how did I get here?”“Well… how did I get here?”
5North Carolina State http://www.ncsu.edu/PER/scaleup.html
“Well… how did I get here?”“Well… how did I get here?”
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“Well… how did I get here?”“Well… how did I get here?”
7Columbia University Teachers College, Gottesman Libraries
“Well… how did I get here?”“Well… how did I get here?”
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“Well… how did I get here?”“Well… how did I get here?”
9Georgetown University Law Center Eric E. Hotung International Law Building
StepsSteps
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Educause Quarterly, No. 1, 2003, pp. 14–15
StepsSteps
• Educause Quarterly op-ed piece: 2003• ELI LS focus sessions
– Classrooms Fall 2004– Informal Spaces Fall 2005– Mobile Learning Spring 2006
• LS eBook: 2006• Educause LS constituent group: late
2006
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Technology
Learning theory (how
people learn)
we are here
social web
NetGens: students and young faculty
How did we get here?How did we get here?
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We’ve innovatedWe’ve innovated
But what is innovation?But what is innovation?
• What does it “look” like? Feel like?• How does it work?• How can we be better at it?• What are all the moving parts?
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It seems to be everywhereIt seems to be everywhere
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Innovation seems coolInnovation seems cool
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it seems to be about ideasit seems to be about ideas
BMW ad here about BMW being all about ideas
Innovation seems empoweringInnovation seems empowering
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Our LS works seems to be innovative
Our LS works seems to be innovative
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Apollo 13
Excerpt from the movie Apollo 13 here
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a square peg in a round hole… rapidly
It feels like innovationIt feels like innovation
• No formula• Adoption to rapidly changing
circumstances• Working with teams• Often handed odds & ends• Funding can be uncertain• New ideas not always received well
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but is innovation?but is innovation?
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1Innovation = Epiphany
1Innovation = Epiphany
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or does it???
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Version 2:Version 2:Innovation = IdeaInnovation = Idea
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Berkun, p. 9
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“The best way to get a good idea is to get a lot of ideas.”
Linus Pauling
ImplementationImplementation
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“The elaboration of idea into function… [is]‘the one that takes up the most time and involves the hardest work.’ ”
Berkun, Myths of Innovation, p. 13
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1research thinking workmore work
2“missing link” idea
3implementationthinking worktrial & error
Also…Also…
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Innovation ≠ SerenpidityInnovation ≠ Serenpidity
Percy Spencer (1896–1970)Percy Spencer (1896–1970)
The microwaveThe microwave
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Innovation
Innovation
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EpiphanyEpiphany==≠≠
++
lots of hard
lots of hard
work, trial and
work, trial and
error, research,
error, research,
etc.etc.
ThoughtThought
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“Every innovation is difficult.”
Christensen, Innovator’s Dilemma, p. 154
2Understand the diffusion
process
2Understand the diffusion
process
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What influences diffusionWhat influences diffusion
• Relative advantage• Compatibility• Ease of use• Trialability• Observability
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following Rogers, Diffusion of Innovationsfollowing Rogers, Diffusion of Innovations
Analyzing diffusion’s prospectsAnalyzing diffusion’s prospects
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relativeadvantagerelativeadvantage
very highvery high
compatibilitycompatibilitysomewhat lowsomewhat low
Example 1Example 1
Analyzing diffusion’s prospectsAnalyzing diffusion’s prospects
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relativeadvantage
relativeadvantage
modestmodest
ease of useease of use
very lowvery low
Example 2Example 2
Analyzing diffusion’s prospectsAnalyzing diffusion’s prospects
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compatibilitycompatibility
very highvery highrelativeadvantagerelativeadvantage
very highvery high
ease of useease of use OKOK
Example 3Example 3
Analyzing diffusion’s prospectsAnalyzing diffusion’s prospects
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relativeadvantagerelativeadvantage
moderate/highmoderate/high
compatibilitycompatibility somewhatlowsomewhatlow
trialabilitytrialability
lowlow
Example 4Example 4
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TED talk: Technology’s Long Tail
3Do better brainstorming
3Do better brainstorming
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Towards better brainstormingTowards better brainstorming
• Sharpen the focus• Number your ideas• Build and jump• Write it out: “space remembers”• Get physical: draw a diagram,
make a model• Mental yoga & warm-up exercises
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following Kelly, The Art of Innovationfollowing Kelly, The Art of Innovation
Towards “badder” brainstorming
Towards “badder” brainstorming
• The boss speaks first• Everybody gets a turn• Experts only• Gotta do it off-site• Write everything down• No silly stuff; “we’re
professionals”
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following Kelly, The Art of Innovationfollowing Kelly, The Art of Innovation
4Understand the challenges of
disruption
4Understand the challenges of
disruption
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ThoughtThought
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“If, at first, the idea is not absurd, then there is no hope for it.”
Albert Einstein
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““I can’t waste my time on this stuff.”I can’t waste my time on this stuff.”
Disney exec on Pixar, c. 1987 (NYT review)
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“…we just cannot divert ourselves from the business at hand.” — GM vice chair
www.wired.com/cars/futuretransport/magazine/16-01/ff_100mpg
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““Search doesn’t matter. Portals do.”Search doesn’t matter. Portals do.”
Yahoo execs, 1998
Disruption is hardDisruption is hard
• Limited market capacity for disruption
• Disruptive tech won’t fit• Our orgs our less flexible than we
want to believe• Failure and iterative learning are keys• Reluctance to invest in disruption: not
something you “can bank on”
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following Christensen, Innovator’s Dilemmafollowing Christensen, Innovator’s Dilemma
Managing for disruptionManaging for disruption
• Align disruptive tech with the right customers so there’s tangible demand
• Align to small, independent units for small growth
• Fail early and inexpensively• Search for markets not
technological breakthroughs50
following Christensen, Innovator’s Dilemma, p. 113–114following Christensen, Innovator’s Dilemma, p. 113–114
5Learn to see and observe
5Learn to see and observe
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“You can observe a lot by just watching.”
Yogi Berra
Learning to seeLearning to see
• Don’t rely on surveys and focus groups
• Focus on what they do not on what they say
• Experts may know too much• Customers may lack the vocabulary
to say what is wrong or missing
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6Be left-handed
6Be left-handed
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“It’s not that we build such bad cars; it’s that they are such lousy customers.”
Auto executive, 1930’s
Being left handedBeing left handed
• Customers have “jobs”• They “hire” products and services to
do them• Target circumstances, not customers• Carefully observe what people are
trying to achieve• Danger in asking people to “change
jobs”
56following Christensen, Innovator’s Solution
7Fear not failure
7Fear not failure
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ThoughtThought
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“If I have a thousand ideas and only one turns out to be good, I am satisfied.”
Alfred Bernhard Nobel
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60http://www.wd40.com/about-us/history/
8Look for blisters and rule-
breakers
8Look for blisters and rule-
breakers
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“…your customers may lack the vocabulary or the palate to explain what’s wrong and especially what’s missing.”
Kelly, Art of Innovation, p. 27
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“We all had cell phones. We just hated them, they were so awful to use. Everybody seemed to hate their phones.”
Steve Jobs on the idea of the iPhone
9Who’s on your LS team?
9Who’s on your LS team?
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Team buildingTeam building
• Lone genius most often a myth• Team’s charge and frame• Not about defending status quo• Sense of something is at stake• Flatter the better• Select for ability not seniority• Create energy: fun
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Team motivationTeam motivation
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“A specific performance challenge that is clear and compelling to all team members is the greatest motivator.”
“A specific performance challenge that is clear and compelling to all team members is the greatest motivator.”
Wisdom of Teams, p. 269Wisdom of Teams, p. 269
10Aim for the wet napkin interface
10Aim for the wet napkin interface
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What is it?What is it?
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“Open and use.”
Getting thereGetting there
• More is less• Rigorous limits on user options• One click is better than two• Give users feedback• Don’t trust your interface entirely• Emphasize essentials
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“If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”
“If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”
attributed to Henry Fordattributed to Henry Ford
Thank you!Thank you!
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