Following on from our request for comment on the draft ideas management systems module, we would like your input on the draft module on mechanisms of challenge.
As mentioned, for each of the tools identified in Empowering Change: Fostering Innovation in the Australian Public Service we are developing a ‘module’ to try and provide you with information about how the tools can be used.
I have found that a mechanism of challenge in the innovation context is a quite a ‘challenging’ concept. Basically it is a means by which people can challenge an aspect of an agency’s operations or the policies, processes and rules for which they are responsible. The challenge, in this context, must relate to something that is stopping or inhibiting a particular innovation that could be of value.
Such a mechanism can be important in ensuring that potentially good ideas are not stopped unnecessarily by unintended or unexpected consequences of existing policies, processes or rules.
The module (PDF) (RTF) attempts to outline the principles behind a mechanism of challenge, how it can assist the innovation process in public sector agencies, and some examples of what such a mechanism can look like.
We would appreciate your comments as to whether you think it sufficiently covers the basics and whether there’s anything missing. In particular, I would like your thoughts on:
- Are you aware of any other examples of a mechanism of challenge for innovation purposes in the public sector (either public or internal)? They might be Australian or international examples.
- If you were responsible for introducing such a mechanism in your agency, would the attached provide you with sufficient guidance?
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Hi Alex
The mechanism of challenge in innovation is good at a level, but I am pretty surprised that the one word that makes it possible is missing. The word is Culture.
I’ve been fortunate enough to work for a couple of organisations where we had or where we built an environment where challenging the systems, processes, models and even behaviours/motivations of our colleagues was normal.
At Bunnings, I walked into a team that would challenge every part of the way we did things and even challenge each other on whether they were living their values.
At Cheetham, I built a team who would challenge me as passionately as I would them in order to get the best possible outcome. (we had both formal and informal processes to do this)
On the other side of the ledger, at Challenge Bank they had a formal (big launch) “innovation program”, with processes, instructions, training, coffee mugs, pens ...
... and posters; and it never did a thing because no one believed it, because no one was actually allowed to live it. Everyone was just towing the line. Nothing really improved and it pretty quickly (a year or so) fizzled away to make room for the next fad.
The document defines the mechanism of challenge as per below.
A mechanism of challenge refers to processes or mechanisms that allow issues or problems within an organisation to be identified and challenged. In an innovation context, it refers to being able to challenge processes or policies that may be stopping an innovative idea of merit from being investigated, tried or implemented.
My view is that while at a level this definition is right, it is only a partial definition and the “real” mechanism is missing.
I actually like what was written. I think its right. I just don’t think that policy and process alone can deliver it and I think it needs to be communicated in the context of the culture required for it to succeed.
My 20 cents. Thanks Alex.
Con
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Thanks Con – I think culture will be a key enabling factor for many of the things in the Toolkit. It should probably be a module in itself – any suggestions on how organisations can go about developing such a supportive culture?
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Hi Alex
Thats a great question.
I guess a module that looked to help teams develop or continue to build an appropriate culture might have some of the following components.
1. The culture tests. (there are heaps of these)
I used one in an organisation to show them that in their case they had a “production culture” even though they believed they had a “marketing culture”
Tests like http://www.destination-innovation.com/index.php?page=test-yourself and lots of others could be made available for specific use.
2. Case studies.
I really like case studies. The good ones are able to describe the mind sets, relationships, efforts and behaviours etc that deliver the best results. Both the positive and the negative cases.
3. Team building exercises (with good de-briefs).
A good choice of exercises that people can use to build team, relationship and also get some learning’s about what is productive or counterproductive to a culture that values and acts on innovative thinking.
4. Access to innovators.
A resources ...
... section where the team can arrange time with innovative thinkers or companies. The IT company’s are lucky when it comes to this because they get to play in so many different company’s and sometimes they come across organisations who’s culture is brilliant and they get to take a bit of that away with them.
Cheers
Con
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Thanks Con for these tips. Alex
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