Innovation & Entrepreneurship

1. Innovation & Entrepreneurship - based on complex adaptive systems thinking

2. Innovation & Entrepreneurship In a more abstract systems theoretical approach, innovation can be understood as a critical event which destabilizes the current state of the system, and opens a new process of self-organization leading to a new stable state. If innovation is understood as a critical event triggering diffusion processes, models of self-organized criticality can be used to describe single and overlapping avalanches … The question thus arises as to whether the mechanisms assumed in the model building approaches are reasonable to account for the social interaction patterns in economics or science. Pyka & Scharnhorst: Innovation Networks, 2009

3. Systems Design

4. H+ and EULASUR

5. Co-Creating social or individual ownership of the innovation process uncertainties and opportunities as the focus of attention creative relationship between networking and financial bootstrapping techniques skills & competences strength of network relationship attractiveness of innovation potential structure and content

6. Co-Creating Knowledge can only be volunteered; it cannot be conscripted We can always know more than we can tell, and we will always tell more than we canwrite down We only know what we know when we need to know it

7. Worth/Values Dissonance of diverse principles in heterarchies can lead to discovery: Identity Meaning Power Leadership Imagination

8. ICT – Best Evidence

9. ICT – Best Evidence

10. Key words Enron e-mail

16. ICT – Best Evidence While language is a powerful model for understanding communication, it has its limits as an explanatory schema because it ignores other forms of nonverbal communication such as visual communication ... A language based model such as semiology are inadequate to explain the complexity of visual communication because they lack a theory to describe perceptual interpretation. Such a theory can be found in semiotics, particularly oin the worlk of C.S.Peirce

18. Partnering/Networking • COINs – collaborative innovation networks • CLNs – collaborative learning networks • CINs – collaborative interests networks Peter Gloor, MIT

20. Partnering/Networking In any organisation there are two parallel worlds: one of authority from which unfolds formal rules, bureaucratic procedures, transactional traffic; and trust through which informal under-standings are transmitted and a good portion of the real work is done. The former is characterised by hierarchical structure and the latter by networks. Managers understand the former; they live and breathe the hierarchy. What they fail to fully appreciate is the network of relationships that riddle their hierarchy because networks are built from trust and trust is invisible and ubiquitous Karen Stephenson