How do we handle process failure and new knowledge as innovation processes progress?
As illustrated by various historical, formalized frameworks and approaches to the innovation development process, safeguards exist at each stage gate in order to adjust for failure, modify plans, adjust strategy, or make any other needed change to the innovation process to ensure continued progress. Historically, a single-loop process of learning had been the dominant model within many organizations,
…when errors are detected and corrected and firms continue with their present policies and goals…Single-loop learning can be equated to activities that add to the knowledge-base or firm- specific competences or routines without altering the fundamental nature of the organization’s activities. (Argyris and Schön, 1978).
This process, though effective in its adaptation, responding to interruptions, and overall facilitation of the management of errors, does not carry with it the forward thinking benefits of a paradigm outlined in the 1990’s by Millson and Wilemon, but could be used in conjunction with components of this different paradigm. Using this paradigm as a model, an organization is encouraged to expand its learning, and the outworking of this learning is to assist management to “provide information transfer between NPD projects and supporting organizational functions, assist in making sound NPD decisions, reinforce the importance of new organizational cultures, and enlighten people in their effort to create successful new products” (Wheelwright and Clark, 1992 as quoted in Millson and Wilemon, 1994).
Application of this information transfer is seen is seen in the double-loop model which is “a process that questions the activities that are being performed before attempting to perform them” (Millson and Wilemon, 1994). This process can be applied during virtually any stage by the project manager from the inception phase to transition. Double-loop learning participation is accessed through an open innovation model that allows tangible application of this information transfer. In our present time, open innovation provides a forum for an exchange of ideas, addressing challenges and solving problems utilizing expertise within and outside the organization. Through the encouragement of questioning the underpinnings of current processes and learning systems, the organization will be able to approach rapidly changing technology and challenges within the scope of its new product development and process innovation.
References:
Argyris, C., and Schön, D. (1978). Organizational Learning. 12manage.com Retrieved March 15, 2011 from http://www.12manage.com/methods_organizational_learning.html
Wilemon, D. & Millson, M. (1994). The Emerging Paradigm of New Technology Development. In Millson, Murray R. and David Wilemon, (Eds.), The Strategy of Managing Innovation and Technology, (pp. 811-833), Upper Saddle River, NJ: Prentice Hall, 2008.