slide1
Download
Skip this Video
Download Presentation
Innovation in Academic Libraries: Theory and Practice

Loading in 2 Seconds...

play fullscreen
1 / 43

Innovation in Academic Libraries: Theory and Practice - PowerPoint PPT Presentation


  • 64 Views
  • Uploaded on

Innovation in Academic Libraries: Theory and Practice. Texas Library Association April 13, 2007 Kathryn Deiss ACRL Content Strategist. [email protected] Photo/Typography by You Can Count on Me. Innovation [in the public sector] must be…. an original disruptive act. Lawrence Lynn. Innovation

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Innovation in Academic Libraries: Theory and Practice' - marah-rutledge


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Innovation in Academic Libraries:Theory and Practice

Texas Library AssociationApril 13, 2007

Kathryn DeissACRL Content Strategist

[email protected]

slide3

Innovation[in the public sector] must be….anoriginaldisruptiveact

Lawrence Lynn

slide4

Innovation

  • …the embodiment, combination, and/or synthesis of knowledge in novel, relevant, valued new products, processes, or services

Dorothy Leonard

slide5

The critical nature ofmental models in innovation

  • “not enough _____”
  • bad time to risk
  • may cause disruption in other areas
  • “we tried that…”
slide8

Tinkering with the Present

Small Adjustments and Changes

  • short-term solutions
  • narrowly focused perspective
  • attachment to present
  • modesty
slide9

The Need for Control

Hold tight!

  • “the new” inspires control
  • assessment of limitations
  • the “worry” engine – creativity run amok
slide10

Disturbance

  • All living systems are disturbed in order to progress
  • Devil’s advocate problem – Tom Kelley
  • Provocative of change
  • Creates urgency
  • Surfaces risk
  • Disturbance is…unsettling but crucial!
slide11

Directional vs Intersectional

  • Directional innovation combines ideas within a field
  • Intersectional innovation combines ideas at the intersections of different fields resulting in an increased level of possibilities
slide12

“The intersection of fields, cultures, and disciplines generates combinations of different ideas, yes; but it also generates a massive number of these combinations. People at the intersection, then, can pursue more ideas in search of the right ones.”

Frans Johanssen

slide13

Barriers to Innovation

  • Organizational age
  • Lack of skills
  • Desire for perfection
  • Risk aversion
  • Natural tensions and dichotomies
slide14

Innovation and Org. Age

  • Mature organization
    • proven track record
    • established resources
    • less likely to take risks
    • less flexible
    • reliance on and replication of past successful practices
    • improvisation more difficult
  • Young organization
    • sparse track record
    • volatile resources
    • more likely to risk
    • more flexible
    • no past to replicate
    • natural improvisation
slide15

Skills Related to Innovation

  • Right brain thinking
  • Use of abilities other than verbal
  • Idea generating skills and tools
  • Group facilitation skills
  • Observation and analytical skills
  • Ability to question
slide16

Desire for Perfection

  • Drive for premature closure and completeness
  • No feedback loops
  • Limited learning process
slide17

Risk Aversion

  • Seeking stasis and stability
  • The disruption effect
  • Mixed messages
  • Anxiety
  • Predictive inclinations & negative fantasies
slide18

Dichotomies

  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
slide19

Specific to the Public Sector

  • Little direct competition
  • No analog of profitability
  • Nothing in non-profits that people fear more than a newsworthy failure
      • PLUS
  • Dense organizational structure
  • Scarce resources
  • High levels of internal scrutiny
slide20

“Whereas in the private sector an innovation merely needs to be profitable to be worth doing, in the public sectorinnovation must be about doing something worthwhile. . . Second, public sector innovation involvesmore thansimply doing the public’s business well. . . . Third, non-profit and government innovation involvesthe broader public good. The ultimate purpose of innovation is not to win awards, boost public confidence, or attract foundation support, but tocreate public value.” Paul Light

slide21

Dichotomies

  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
slide24

Dichotomies

  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
slide26

Dichotomies

  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
slide28

Dichotomies

  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
slide30

Dichotomies

  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
slide32

Dichotomies

  • Stability
  • Standards
  • Expertise
  • Performance
  • Certainty
  • Disturbance
  • Unknown Consequences and Patterns
  • Play
  • Practice
  • Risk
slide34

The Politics of Innovation

  • Cornelis Drebbel and £20,000 (1624)
    • societal readiness
    • patterns of behavior (not what people say but what they actually DO)
    • political climate
    • building the message
slide38

“The most successful people are those who are willing to give up their most successful strategies….”Richard Foster

slide39

How To Get Started

  • Voluminous idea generation
  • Learn creative thinking tools
  • Develop a tolerance for failure
  • Escape “the end of..” syndrome; embrace “the beginning of..” way of thinking
  • Create Radical Trust
  • Develop SARS
slide40

SARS

a Special Awareness for Real Surprises

slide41

Some Final Thoughts

  • We need to break out of our trusted networks and seek the intersections
  • We need to reserve resources for trial and error and for prototyping
  • Learn how to take on multiple perspectives
slide42

“Different is not always better but better is always different.”

Rick Luce, ViceProvost & Director of Libraries Emory University

slide43

Thank you TLA!

Presentation will be at:

http://kathryndeiss.pbwiki.com

ad