D EVELOPMENTAL SPACE FOR INNOVATION

D EVELOPMENTAL SPACE FOR INNOVATION Karin Derksen, Leon de Caluwé & Robert Jan Simons, 2010. Our research begins with the question: what developmental space do groups need while working on innovation? The starting point is a model of developmental space designed by Coenders (2008). Developmental space in this model is: a social space arising from interaction between people. Coenders states that this developmental space is conditional for the probability of success for groups working on innovation. In our paper we develop step by step research based a new model of the developmental space. Our research has two long-term objectives. The first is to make a practically applicable model of the developmental space that supports groups, consultants and change agents in analyzing the present and desired developmental space of the group. The second and future objective is to develop a job aid to improve the developmental space of groups. Introduction Several authors write that, currently organizations need to change and innovate rapidly (Drucker, 2001; Harrison & Kessels, 2004; Kessels, 2001; Senge et al, 1999; Wierdsma & Swieringa, 2002). According to Kessels (2001) and Gratton (2007) innovation requires new knowledge and new combinations of experience and knowledge. Most authors also focus on the process needed for innovation: cooperation between individuals in a group setting (Gratton, 2007; Vroemen, 2009). The research in this paper concerns the group setting needed for innovation. We assume that a work environment should be stimulating and challenging in order to facilitate innovation (Arets & Heijnen, 2008; Borghans, Golsteyn & de Grip, 2007; Coenders, 2008; Cross, 2007; Hager & Halliday, 2009; Ruijters, 2007; Wenger 1998) In this study we take a model of Coenders (2008) as the point of departure. This states that developmental space in groups is a condition for successful innovation. He describes developmental space as a social space created by the people in the group. Space is a dynamic notion and it is related to what people do and do not do (Coenders, 2008). A group creates its own developmental space by interaction with each other. When group members have insight in the dimensions of the developmental space, this might help them to improve it. Research method and findings As designing is our main objective this is a qualitative research study, while designers need insight in what happens in practice and how it works in practice (Bereiter, 2002). This research is based on different research methods and can be

characterized as a theory guided bricolage (Denzin & Lincoln, 2000) or researchbased product development. Figure 1 shows the research steps taken and the result of each step. Figure 2: Research steps and results We start our research with an interview with Coenders and asking questions to 7 experienced consultants and change agents. This phase confirms that the model of Coenders is too complex and not complete yet. The objective of the second phase is to redesign the model of Coenders (2008). The adjustments start as rapid prototyping (Visscher-Voerman, 1999), in which literature study and interviews mingle. The 6 interviewees are researchers in related research fields. In each interview a slightly new model is presented to the interviewee. They are asked for their opinion, questions and ideas on the model and for literature suggestions. At the end of this phase three observations are conducted to observe the new model in practice. This all leads to model 2.0. In Delphi round two 18 experienced consultants and change agents participate. They answer questions for a group that has been successful in their innovation and for a group that has not been successful. 5 Respondents are interviewed afterwards. Finally the model is compared to: hot spots of Gratton (2007), power and love of Kahane (2010) and theory U of Scharmer (2007) (see table 1). This results in model 3.0. Proposal for MCD 2011 of the Academy of Management 2

Development space Hot spots Power & love Theory U Dimensions of the development space compared Creating future Catching goal Power Co-creating Organizing Productive capacity Power Co-creating and co-evolving Dialoguing Cooperation aimed thinking Love Co-initiating and co-sensing Reflecting Crossing borders Love Presencing Interacting with environment Crossing borders Power and love Co-sensing and co-evolving Results compared Bigger chance on success in innovation Flow One step further Improved performance Principles compared Strive for balance First attention for the relation, later for productivity Strive for balance by reinforcing the weaker side Steps that follow one another during time The group creates The group creates The group creates The leader has a facilitating and leading role Group arises naturally, or is put together Group arises naturally, or is put together Group arises naturally, or is put together Group is put together with a leader No separate room to experiment No separate room to experiment Container/ Ba (as room to experiment) Ba (as room to experiment) Table 1: Model of development space compared to three other models Model of developmental space 3.0 The new model of development space consists of four dimensions (figure 2). These dimensions are undertaken during interaction in the group, therefore they are verbs. Groups that are reasonably well developed on these four dimensions create Figure 2: Developmental Space Model 3.0 Proposal for MCD 2011 of the Academy of Management 3

an environment that increases their chance to be successful in their innovation. Besides the four dimensions there is one other factor influencing the developmental space, interacting with the environment. This factor differs from the dimensions, because it is not directly and only undertaken during the interaction in the group. The group can and must interact with their environment. If the group does not interact with the environment it is, for instance, almost impossible to create value. This can be influenced by the group, but there is also an interaction from outside the group that can not always be influenced. Think of pressure from stakeholders, limitations from the sponsor, or conflicting political interests, etc. Conclusions and discussion The dimensions in the model are not new, in fact they are very well known. What does the model of developmental space 3.0 add? Two ideas: the choice for these four dimensions and the balance between these dimensions, all four need to be reasonably well developed. Bringing the dimensions into balance is not easy. People are used to thinking in contradictions and choosing between alternatives. They think it is either/or. But here we have to think in and/and. Not in what is good or bad, but having both (Kahane, 2010; Quinn, 2005); too much of one side leads to a problem on the other side. Furthermore we see future research questions. For instance, can interacting with the environment be part of the four dimensions? Other questions are about measuring the developmental space. Will it help a group, consultant or change agent when they are able to measure the developmental space? How can you measure the developmental space of a group? Measuring is problematic, because the developmental space is about the space the group experiences. How the group experiences the space can differ almost every moment. Measuring every dimensions seems obvious, but contradicts with the idea that the dimensions need to be balanced. Pinpointing the balance is also difficult because discussing and finding consensus about the experienced developmental space requires developmental space in itself. The last questions concern the application of the model of developmental space. How can groups, consultants or change agents improve the developmental space of groups? What do they need to improve it? Proposal for MCD 2011 of the Academy of Management 4

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