Communicating The New: Methods to Shape and Accelerate Innovation

Communicating The New: Methods to Shape and Accelerate Innovation

Kim Erwin

Language: English

Pages: 272

ISBN: 1118394178

Format: PDF / Kindle (mobi) / ePub

"Communicating radical innovation is very different from discussing marginal change. Erwin's book provides a serious analysis of why, in this era of VUCA—Volatility, Uncertainty, Complexity and Ambiguity—we need to change our individual and organizational modes of communication. Erwin then provides a series of concrete, practical communication methodologies that we so need. Communicating the New is a book that needs to be offered in all of our best business-school classes."

—Bruce Nussbaum, author of Creative Intelligence, former assistant managing editor for BusinessWeek, and Professor of Innovation & Design at Parsons The New School of Design

"One of the main problems with executing innovation in organizations is also one of the least obvious. Communicating The New reminds us about an often neglected but crucial part in the innovation process. Applying the principles contained in this book will increase your chances for innovation success, both inside your company—overcoming organizational barriers, as well as outside—convincing your customers. This is an essential read for those who not only preach for improving the current state of things, but more important to those responsible for executing it."

—Luis Arnal, Managing Partner, INSITUM

"I was hooked instantly. The names of people that I should give this book to keep building with each new chapter. Communicating the New is thorough as well as thoughtful in providing an impressive compendium of models, framework, methods, and tools for navigating the 21st-century challenges of creating The New. Finally, a useful resource to navigate the complexity of creating The New."

—Clement Mok, Designer, Entrepreneur, and Instigator

"Anyone who has experienced the challenge of co-creating The New and engaging enterprise audiences will find useful ways to produce insight, influence, and impact."

—Paul Siebert, Director of Research + Strategy, Steelcase

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that focus our attention on variables and clusters can blind us to larger, less evident forces that might be influencing the topic in question. This includes cultural, environmental, and other latent factors that we take for granted and therefore fail to see. In systems design, engineers engage in “factor analysis,” which aims to identify any underlying structure that might organize a large number of variables, and then models the relationship between those factors. Systems models are useful

which is locking up their data with systems like Epic. I don’t want them to make a billion dollar bet on the industry standard. I want them to make a 250 million dollar bet on me. I want to help them get their data out of all their current applications, build a data model that they own, that they master, so that when new cloud apps arise they’re going to be able to plug and play with them, and create a better experience for their patients and physicians.” To help executives see the changes coming

Specialized language is also worth noting. The heavy use of acronyms, which require that one be “in the know” to understand them, can signal operationally oriented cultures that like to launch initiatives. This not only speaks to an execution-oriented mindset, but may also signal that your initiative is one of many. Additionally, more organizations are investing in training to teach team skills and interpersonal skills to employees, and so mandate the use of facilitative expressions such as “let

single projector, with a single wall as focal point for projection, and other fixtures in the room are oriented around the screen. Over time, the reflexive use of these four conventions has generated predictable outcomes: “Receivers” have learned to pay partial attention; they come and go during presentations, they limit their input, and their passive role has allowed for selective investment in the content and the outcome. Communication conventions, then, and the underlying paradigm of delivery

etc.). They argue instead for an organizational culture metaphor in which human beings are more like tribes than computers, and communication is performative—a dynamic series of informal and formal rituals that human beings use to construct their “society”—rather than purely instrumental. Harrison M. Trice and Janice M. Beyer’s article “Studying Organizational Cultures through Rites and Ceremonies” (The Academy of Management Review 9, Number 4, 1984, pages 653–669) strives to define key terms,

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