Velkomst 
Arne Stjernholm, CV 
Organizational
thinking 
Visualisering 
Foredragsvirksomhed
Strategisk innovation
Innovation Management 
User-centered
innovation
Ledelsesmetaforer 
Links 
Initiativ for Kreativitet
og Innovation Velkomst Arne Stjernholm, CV Organizational
thinking Visualisering Foredragsvirksomhed
Strategisk innovation
Innovation Management User-centered
innovationLedelsesmetaforer
Links Initiativ for Kreativitet
og Innovation Evangelist
English site
Min interesse for forholdet mellem innovation og tænkning har ført til, at jeg pr. 1/12 2006 begyndte et Doctor of Business Administration forskningsprojekt med arbejdstitlen "Mental Models Management" på Handelshøjskolen i København, CBS. Udgangspunktet er Kuhns teori om paradigmer, som genfindes i teknologiers udvikling med lange "normalperioder", hvor man forfiner og udnytter en bestemt teknologi, afbrudt af korte "revolutioner", hvor nye teknologier udkonkurrerer de gamle. Historisk har det vist sig svært for store virksomheder at håndtere disse spring mentalt, og man er typisk kommet ind i den nye bølge meget senere end en række små, nystartede virksomheder, som ikke har haft samme mentale bånd til traditioner og kompetencer. Groft sagt går mit projekt ud på at undersøge, hvordan store virksomheder ved at eksperimentere med alternative mentale modeller kan opnå at bringe sig foran udviklingen, mentalt. Jeg citerer her min problemformulering:
"Innovation breakthroughs arguably imply a shift in mindset. Given that an organization strives for innovation breakthroughs:
Her er et par citater mere til at uddybe baggrunden for problemformuleringen:
"Mental models form the way of thinking in an organization or even within a whole industry, just like a scientific paradigm form a way of research and problem solving within a science (Kuhn, 1964). Innovation breakthroughs seem to imply a shift in mental models at the innovating organization, followed by the rest of the industry. Similar, researchers describe how the management of 'breakthrough' innovation processes requires different mental models as compared to 'incremental' innovation (J. Bessant, 2003; R. Leifer, 2000; C. Christensen, 2000, 2003). - R. Leifer et al (2000) describe how radical and incremental innovation call for two different management approaches, implying that although new mental models are prerequisite for innovation breakthroughs, they are not sufficient to secure success in the operational execution of innovation breakthroughs.
The experiences of the company's trajectory
provide invaluable knowledge with regards to future problem solving.
On the other hand, this "knowledge limits your ability
to achieve profoundly new insights and solutions, since your "vocabulary"
is bound to experiences of the past and may hinder interception
of solutions contradicting these experiences - as for instance
new solutions made possible by the introduction of new technologies,
new market players etc." (Madsen, 2005). The famous 'not-invented-here'
effect could be seen as a concrete manifestation of this problem."
