Fostering innovation

Increasingly we are hearing about the need to support and foster healthcare innovation…be it product, process, social or organizational. Join our panel for a stimulating session that will explore innovation from a variety of perspectives and contexts. Areas of focus will include what is innovation and what is it not? What does it mean to lead for innovation? How do you turn thought and ideas into action for change? What does innovation look like within the health care setting? How can health leaders create a culture and context for innovation and develop systems and partnerships that create collective impact for individuals and communities.

1. Ian P. McCarthy Canadian College of Health Leaders BC Lower Mainland Chapter Event: Entrepreneurial Leadership: How do you create the culture and context for innovation in healthcare ? November 27, 2015 FOSTERING INNOVATION

2. INTRODUCTION @Toffeemen68 [email protected] www.slideshare.net/IanMcCarthy 2

3. INTRODUCTION What is innovation? Types of innovation I nnovation and the work harder trap Being ambidextrous How to foster innovation? Create the context to innovate Be diverse Be open to user (patient) innovation

4. COMPONENTS OF INNOVATION Element Recognized as Newness A change, a difference, and some uncertainty and anxiety Ideation The idea, the spark, the knowledge and the origins of the innovation. Often linked to a ‘gap’ Application The innovation is used, applied, put into action Benefit The innovation has some value, it makes a difference, it has consequences It is to renew or change something, which is then applied and has some benefits .

5. WHAT IS INNOVATION? (OECD DEFINITIONS) Product innovation A good or service that is new or significantly improved. This includes significant improvements in technical specifications, components and materials, software in the product, user friendliness or other functional characteristics. Process innovation A new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software. Marketing innovation A new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing. Social Innovation A new approach to addressing social issues (e.g., working conditions and education to community development and health) that extend and strengthen civil society. Organizational innovation A new organizational method in business practices, workplace organization or external relations.

6. INNOVATIONS

7. THE WORK HARDER TRAP I s it better to work harder or work smarter (differently)? So why is it more common to work harder ?

8. THE HARDER TRAP Working harder: Focuses on refinement and efficiency Initially it gives faster and cheaper returns It is easier to measure, manage and reward Working smarter: Involves searching, thinking, experimenting, and creativity T akes longer and is riskier It is harder to measure, manage and reward ‘Working harder’ dominates and starves ‘working smarter’.

9. CREATING THE CONTEXT TO INNOVATE Leadership is required to: p rovide time to innovate (80-20 rule) p rovide space to innovate p rovide the controls (goals, rules, resources and rewards) to innovate

10. THE RULES FOR THE CONTEXT Divergence: Idea Creation Ideas come from anywhere Egalitarian Brainstorming One idea at a time Listen actively Build on ideas of others No criticism No punishment for failure Initiative is expected Data driven Ask “experts” and “customers” Diverse groups Fun, playful Passion and energy Convergence: Idea Selection & Development Clear direction One conversation at a time Action oriented Fail early, fail often Rapid prototyping Role of leadership Focus Use of deadlines Not “experts” Process for deciding Voting Involvement Sub-groups Adult supervision

11. SOME WEIRD RULES Flip-flop method – how to design the worse process Think of some ridiculous or impractical things to do and plan to do them. Take your past successes and forget them Hire: slow learners of the organizational code people who make you uncomfortable Encourage people to ignore and defy their bosses and peers

12. INNOVATION AND TEAM DIVERSITY

13. INNOVATION TEAM DIVERSITY AMOUNT OF DIVERSITY Type of Team Diversity Minimum Moderate Maximum Separation – differences in the preferences, values, and attitudes of team members Variety - differences in the expertise and access to knowledge of team members Disparity – differences in the status, authority and rewards of team members Adapted from Harrison & Klein (2007):

14. POSSIBLE EFFECTS OF TEAM DIVERSITY Type of Innovation Team Diversity Innovation Performance Low High Min Max Separation Disparity Variety Adapted from Harrison & Klein (2007):

15. BE OPEN TO USER INNOVATION

16. 16 SUMMARY AND REFLECTION What types of innovation do you need? Different types require different contexts What is your work harder – work smarter balance? If you need to change the balance, what could you do? How “open” are you to innovation? If everybody likes you idea for innovation it is probably not that innovative.