The NY Times published its 8th annual "Year in Ideas" Issue of the Sunday Times Magazine on Dec 14th: http://www.nytimes.com/indexes/2008/12/12/magazine/index.html?adxnnl=1&adxnnlx=1229249494-SjnkzCeJdcqOyStATatxtQ
Each year, this special issue alphabetically reviews key innovations that have come to light over the previous twelve months. The Times also runs a blog on Ideas to keep the interactions going with readers, if any of you care to get involved in that aspect of the project: http://ideas.blogs.nytimes.com/2008/12/14/the-year-in-ideas/?scp=1-b&sq=year+in+ideas&st=nyt
I wanted to briefly close this year by taking note of a few of the intriguing Ideas listed this time around; perhaps some of you will want to comment on them:
Avian Dancing: Aniruddh Patel, senior fellow at the Neurosciences Institute in California, has posted a video on YouTube featuring "Snowball the Dancing Cockatoo." http://www.youtube.com/watch?v=N7IZmRnAo6s Teaching a bird to dance profoundly challenges our assumptions about evolution and the importance of larger brains in learning complex tasks, such as dancing.
Brickley Engine: Mike Brickley has radically reconfigured the combustion engine with potentially significant impacts on the future of the auto industry.
Bubble Wrap That Never Ends: I love bubble wrap -- Who doesn't? -- The idea that you could play with this stuff forever is just plain fun...
Cold Shoulder Science: Research by Chen-Bo Zhong and Geoffrey Leonardelli at the University of Toronto examines the psychology of warm greetings versus the cold shoulder in human interactions. It makes sense intuitively; what if we applied this thinking to our customer service training?
Locavestors: These are groups of people now investing locally in order to help local businesses, rather than faceless conglomerates, suporting their communities in the process. It is spawning regional stock exchanges around the globe... actually an old idea now morphing into a new investment approach.
Minicattle: Apparently, minicattle are more efficient in terms of their beef/consumption than the average cow now populating US farms. They take up less room, too! This may be a trend...
Positive Deviance: Jerry and Monique Sternin have been working with hospitals around the country to reduce the spread of a hospital-borne infection (MRSA). In the process, it appears that they have uncovered a new application of Appreciative Inquiry (though the NY Times didn't seem to identify it, as such); by asking staff to identify success strategies, rather than by focussing on problem identification, they have generated many more ideas for effective responses to core challenges. Apparently, this approach they call "positive deviance" (PD) was one that the Sternins used in successful health care projects in Asia. This looks like something the UW-MANIAC group might want to pursue further!
Smart Grids: Xcel Energy in Minneapolis has started building "SmartGridCity," a set of technologies that give both energy providers and their customers more control over power consumption. It allows users to fine-tune consumption in real time in a manner never otherwise attempted. Ontario has committed itself to a 20-year energy plan that includes smart grids, as well. For more information on this innovation, check: http://www.smartgridnews.com/ There is A LOT of this type of innovation being developed around the world.
These are just a few of the Ideas that caught my attention, seemingly with relevance to our innovation efforts at UW-Madison. Do you know of some other excellent innovations that have blossomed in the past year? Share them!
Happy New Year!
-Harry
Wednesday, December 31, 2008
Monday, December 29, 2008
Innovation in America - Implications for Schools
Deb Gurke posted this as a reply to the "It's a Wonderful Life" post... but it deserves its own thread of discussion...Harry
___________________________________________
I have been thinking a bit about innovation and would like to share this column from the NYT.Time to Reboot America http://www.nytimes.com/2008/12/24/opinion/24friedman.html?emc=eta1
By THOMAS L. FRIEDMAN
We don't just need a bailout in this country, we need a national makeover. That is why the next few months are among the most important in U.S. history. I have been particularly concerned about the need for innovation as public schools and the school boards that are responsible for their operation, tend to be rather conservative in their attitudes toward innovation. This is not without some good reason. If school boards stray too far from the desires of the community (and the community tends to be even more risk-averse than the school board) board members are likely to lose their seats at election time. This usually leads to superintendent turnover. When there is turnover in the leadership, change is more likely to be symbolic (as new board members and superintendents bring in new programs), than systemic, which is more likely to lead to long-term change that has as lasting impact on student achievement. Given these circumstances, how can school boards and superintendents encourage innovation without losing their seats? This is one of the big questions I have been thinking about as I try to figure out how to help school board members navigate the whitewater of 21st century school reform.
December 27, 2008 6:32 AM
___________________________________________
I have been thinking a bit about innovation and would like to share this column from the NYT.Time to Reboot America http://www.nytimes.com/2008/12/24/opinion/24friedman.html?emc=eta1
By THOMAS L. FRIEDMAN
We don't just need a bailout in this country, we need a national makeover. That is why the next few months are among the most important in U.S. history. I have been particularly concerned about the need for innovation as public schools and the school boards that are responsible for their operation, tend to be rather conservative in their attitudes toward innovation. This is not without some good reason. If school boards stray too far from the desires of the community (and the community tends to be even more risk-averse than the school board) board members are likely to lose their seats at election time. This usually leads to superintendent turnover. When there is turnover in the leadership, change is more likely to be symbolic (as new board members and superintendents bring in new programs), than systemic, which is more likely to lead to long-term change that has as lasting impact on student achievement. Given these circumstances, how can school boards and superintendents encourage innovation without losing their seats? This is one of the big questions I have been thinking about as I try to figure out how to help school board members navigate the whitewater of 21st century school reform.
December 27, 2008 6:32 AM
Friday, December 26, 2008
It's a Wonderful Life
Hi MANIACS:
Happy holidays! Although this means a long weekend in most respects, I can't help thinking about the creative energies we are trying to cultivate in the MANIAC community and the opportunities for innovative thinking and connections that are emerging. This was illustrated for me on Wednesday night, when I made my annual film pilgrimmage to my favorite flick, "It's a Wonderful Life." Now, you might find it odd for a Jewish guy from NYC to find a Xmas film about a heroic figure from Bedford Falls to be a favorite, but the appeal of the movie seems universal to me. My purpose here is not to argue this case, or even review the film's narrative, but to offer a few observations about the innovative spirit and some of the meaning I have derived from the story.
George Bailey (played by Jimmy Stewart) gets the unique opportunity to see what the world might have been like had he never lived, and he discovers that his singular existence has had a profound effect on the lives of his family, his town, and (at least) hundreds of others with whom he has had no direct contact. The ripple effects of these relationships are like the dynamical interactions of chaordic complexity, resulting in a new, higher order that reflects a deeper synchronicity. His sense of duty, deep values in community, and persistence to behave in a morally uplifting manner results in profound outcomes that would otherwise not be predictable from any singular event in his life. His capacity to summon courage in the face of menacing power (indelibly portrayed by Lionel Barrymore's "Mr. Potter,") brings us much current meaning as we seek to address significant disparities in wealth and power in our own lives, and attempt to find the path to battle political and economic forces against which we feel powerless.
In the end, the relationships he has developed forge the force that rescues George, just as he has played a small role in helping each of these people find joy and meaning in their lives. Friends and family, without question, come to his aid and, through the experience of seeing his life in a new light, he is presumably now able to continue doing good things with a renewed sense of purpose. That, of course, occurs after the movie's end... but we are left to imagine what he and those he has helped can now do.
I draw many lessons from this story, though I also continue to marvel at the way it continues to pull me into it in the face of knowing every frame of the film:
* One person can have a profound effect on the lives of others, and small actions often have significant impacts on vast communities beyond our sights. This is the 'butterfly effect,' writ true, and we all can identify many occasions when someone might later report that we had an effect that was strong and meaningful to them. In our work lives, it also means that our individual efforts to persist, show courage, and develop innovative responses to overwhelming challenges can be a worthy enterprise. In the movie, George Bailey and Mr. Potter each illustrated this huge power, for good or ill.
* Two people have much more impact that 1 + 1... the profound meaning of 'synergy' can be either constructive or virulent, but when applied to relationships that expand our circles of influence, their power is undeniable. Study circles, work teams, task forces, etc. can be examples of such group power. On a larger scale, even if not intentionally acting in concert, the power of groups is reflected in social movements and organizational change. The relationships in George's life, most especially that with his wife, Mary (Donna Reed), were powerful examples of these synergies and they were important influences in helping keep George on his True Path.
* Peer-to-peer communications and self-organizing systems can reframe situations in ways that defy the power of hierarchical, centrally coordinated systems. Mary organized the community to respond to George's plight, to be sure, but we see examples throughout the story that illustrate the power of self-organized capacity. Today, we see it in numerous 'great groups,' innovative systems (e.g., Linus Torvald's Linux), and other concepts I expect we will highlight on this site over time.
* The conditions in which individuals exist have profound, nearly determining, influences upon their opportunities. If we grow up in fear, scarcity, and ridicule, our learned behaviors and life choices take us down significantly different pathways than if we experience gratitude, hope, and affirmation. While connected to economic means, there is a distinct difference between being Poor and living in Poverty. In Frank Capra's films, that capacity of the human spirit to do great things arises from such generous, loving spaces and relationships. George grew up embracing the ethics of his father and the Bailey Building & Loan, and even though he despised the ways it constrained his energy to remain within the confines of Bedford Falls, his dreams were able to be channeled through constructive impacts of many people's lives. In that respect, his brother Harry's toast at the concluding scene is fitting, when he says, "To my brother George Bailey, the richest man on Earth."
* Every moment is a teachable moment, every day is a treasured opportunity to live our lives in Generosity and Integrity. We can sit around and await permission to do wonderful things, and we can also wait for the 'perfect conditions' in which to move forward to do what needs to be done. That is a choice. Rather than live in fear, or seek permission, we can embrace our lives' opportunities and the moments they uniquely bring to us.
My life has been filled with its share of challenges, and I occasionally get down and depressed about them. I get trapped in 'old tapes' of pettiness and fear that lay deep within my psyche and the challenges of my upbringing. Yet, I have also been pretty resilient and have summoned my innate optimism to find ways to learn, share, and grow, trying to be a good parent, life partner, and contributing member of society. I am most certainly a 'work in progress,' as anyone who knows me will gladly share, but I also think that I have learned to appreciate some of these opportunities to make an impact. And anything I have given, in that respect, has been more than repaid in what I have received through the wisdom and generosity of others. So, as we celebrate these times of holidays in our own, unique ways, I hope we can all embrace some of the lessons from "It's a Wonderful Life" and apply them with joy and gratitude.
-Harry
Happy holidays! Although this means a long weekend in most respects, I can't help thinking about the creative energies we are trying to cultivate in the MANIAC community and the opportunities for innovative thinking and connections that are emerging. This was illustrated for me on Wednesday night, when I made my annual film pilgrimmage to my favorite flick, "It's a Wonderful Life." Now, you might find it odd for a Jewish guy from NYC to find a Xmas film about a heroic figure from Bedford Falls to be a favorite, but the appeal of the movie seems universal to me. My purpose here is not to argue this case, or even review the film's narrative, but to offer a few observations about the innovative spirit and some of the meaning I have derived from the story.
George Bailey (played by Jimmy Stewart) gets the unique opportunity to see what the world might have been like had he never lived, and he discovers that his singular existence has had a profound effect on the lives of his family, his town, and (at least) hundreds of others with whom he has had no direct contact. The ripple effects of these relationships are like the dynamical interactions of chaordic complexity, resulting in a new, higher order that reflects a deeper synchronicity. His sense of duty, deep values in community, and persistence to behave in a morally uplifting manner results in profound outcomes that would otherwise not be predictable from any singular event in his life. His capacity to summon courage in the face of menacing power (indelibly portrayed by Lionel Barrymore's "Mr. Potter,") brings us much current meaning as we seek to address significant disparities in wealth and power in our own lives, and attempt to find the path to battle political and economic forces against which we feel powerless.
In the end, the relationships he has developed forge the force that rescues George, just as he has played a small role in helping each of these people find joy and meaning in their lives. Friends and family, without question, come to his aid and, through the experience of seeing his life in a new light, he is presumably now able to continue doing good things with a renewed sense of purpose. That, of course, occurs after the movie's end... but we are left to imagine what he and those he has helped can now do.
I draw many lessons from this story, though I also continue to marvel at the way it continues to pull me into it in the face of knowing every frame of the film:
* One person can have a profound effect on the lives of others, and small actions often have significant impacts on vast communities beyond our sights. This is the 'butterfly effect,' writ true, and we all can identify many occasions when someone might later report that we had an effect that was strong and meaningful to them. In our work lives, it also means that our individual efforts to persist, show courage, and develop innovative responses to overwhelming challenges can be a worthy enterprise. In the movie, George Bailey and Mr. Potter each illustrated this huge power, for good or ill.
* Two people have much more impact that 1 + 1... the profound meaning of 'synergy' can be either constructive or virulent, but when applied to relationships that expand our circles of influence, their power is undeniable. Study circles, work teams, task forces, etc. can be examples of such group power. On a larger scale, even if not intentionally acting in concert, the power of groups is reflected in social movements and organizational change. The relationships in George's life, most especially that with his wife, Mary (Donna Reed), were powerful examples of these synergies and they were important influences in helping keep George on his True Path.
* Peer-to-peer communications and self-organizing systems can reframe situations in ways that defy the power of hierarchical, centrally coordinated systems. Mary organized the community to respond to George's plight, to be sure, but we see examples throughout the story that illustrate the power of self-organized capacity. Today, we see it in numerous 'great groups,' innovative systems (e.g., Linus Torvald's Linux), and other concepts I expect we will highlight on this site over time.
* The conditions in which individuals exist have profound, nearly determining, influences upon their opportunities. If we grow up in fear, scarcity, and ridicule, our learned behaviors and life choices take us down significantly different pathways than if we experience gratitude, hope, and affirmation. While connected to economic means, there is a distinct difference between being Poor and living in Poverty. In Frank Capra's films, that capacity of the human spirit to do great things arises from such generous, loving spaces and relationships. George grew up embracing the ethics of his father and the Bailey Building & Loan, and even though he despised the ways it constrained his energy to remain within the confines of Bedford Falls, his dreams were able to be channeled through constructive impacts of many people's lives. In that respect, his brother Harry's toast at the concluding scene is fitting, when he says, "To my brother George Bailey, the richest man on Earth."
* Every moment is a teachable moment, every day is a treasured opportunity to live our lives in Generosity and Integrity. We can sit around and await permission to do wonderful things, and we can also wait for the 'perfect conditions' in which to move forward to do what needs to be done. That is a choice. Rather than live in fear, or seek permission, we can embrace our lives' opportunities and the moments they uniquely bring to us.
My life has been filled with its share of challenges, and I occasionally get down and depressed about them. I get trapped in 'old tapes' of pettiness and fear that lay deep within my psyche and the challenges of my upbringing. Yet, I have also been pretty resilient and have summoned my innate optimism to find ways to learn, share, and grow, trying to be a good parent, life partner, and contributing member of society. I am most certainly a 'work in progress,' as anyone who knows me will gladly share, but I also think that I have learned to appreciate some of these opportunities to make an impact. And anything I have given, in that respect, has been more than repaid in what I have received through the wisdom and generosity of others. So, as we celebrate these times of holidays in our own, unique ways, I hope we can all embrace some of the lessons from "It's a Wonderful Life" and apply them with joy and gratitude.
-Harry
Tuesday, December 23, 2008
Next UW-MANIAC Breakfast - Exploring Artisanal Cheese on February 5th
Please join us for the next in our bi-monthly series of UW-MANIAC Breakfasts!
"Innovation & Evolution in Wisconsin's Artisanal Cheese Industry"
With Laurie Greenberg, Cultural Landscapes, LLC
Thursday, Feb 5th, 8:00 – 9:30am
Memorial Union (check TITU for exact room)
Description: Tremendous growth in the demand for artisanal cheese in the U.S. has created a Renaissance for the industry. How has Wisconsin, America’s Dairyland for 100 years, met this challenge? Laurie will share her ‘behind the scenes’ experience helping Wisconsin’s industry meet the market. For more information about artisan cheese, visit their site:http://wisconsindairyartisan.org/about.html
(Free samples? come and find out... this workshop is about MUCH more than cheese: it's about taking an established industry and approach and offering a creative look at its possibilities... what implications does it have for our ways of doing business at UW? Check it out...)
Register at: http://www.ohrd.wisc.edu/reg/catalog_course_detail.asp?course_key=23357
"Innovation & Evolution in Wisconsin's Artisanal Cheese Industry"
With Laurie Greenberg, Cultural Landscapes, LLC
Thursday, Feb 5th, 8:00 – 9:30am
Memorial Union (check TITU for exact room)
Description: Tremendous growth in the demand for artisanal cheese in the U.S. has created a Renaissance for the industry. How has Wisconsin, America’s Dairyland for 100 years, met this challenge? Laurie will share her ‘behind the scenes’ experience helping Wisconsin’s industry meet the market. For more information about artisan cheese, visit their site:http://wisconsindairyartisan.org/about.html
(Free samples? come and find out... this workshop is about MUCH more than cheese: it's about taking an established industry and approach and offering a creative look at its possibilities... what implications does it have for our ways of doing business at UW? Check it out...)
Register at: http://www.ohrd.wisc.edu/reg/catalog_course_detail.asp?course_key=23357
Monday, December 22, 2008
Kiva and its implications for UW management practices
On the UW-MANIAC Google Group last week, I posted information about Kiva.org, an innovative micro-lending group: http://groups.google.com/group/uwManiac/browse_thread/thread/b91026f1aa55cadc
This got me thinking: What are the implications of this approach for managing in leaner fiscal times at UW-Madison? elsewhere? One thing that jumps out is the attitude that we need to partner with one another to make the whole greater than the sum of our independent parts. Synergies must be sought, opportunities to share resources extended from a place of generosity.
That's easy to say, but what does it mean in practice? It isn't as if we are going to share our budgets with one another, reassign staff, turn back unspent funds, etc. But what it can mean is that we should pursue ways to facilitate genuine collaboration on issues that we share, such as improved efficiencies in administrative processes, teaching one another new technologies that can advance student learning and research, and being open to approaching issues by bringing together people who often don't usually work together (across depts, work classifications, etc)
In this way, we can 'loan expertise' to one another and stretch our human and fiscal investments.
One other thing we can do that facilitates such partnering is a better job of documenting and sharing 'good practices' with one another ('best practices' may be fine in static environments, but in dynamic ones, I wouldn't be so presumptuous). If we document our accomplishments and lessons learned in a way that facilitates a broader understanding of what they mean, others can grab them, adapt them, use them for their own purposes and, as appropriate, feel genuinely invited to contact the creators for advice about how to apply them in new contexts.
These are small steps... but they can be important. What do you think? How else muight we take the 'micro-lending' model and apply it within large, complex organizations?
-Harry
This got me thinking: What are the implications of this approach for managing in leaner fiscal times at UW-Madison? elsewhere? One thing that jumps out is the attitude that we need to partner with one another to make the whole greater than the sum of our independent parts. Synergies must be sought, opportunities to share resources extended from a place of generosity.
That's easy to say, but what does it mean in practice? It isn't as if we are going to share our budgets with one another, reassign staff, turn back unspent funds, etc. But what it can mean is that we should pursue ways to facilitate genuine collaboration on issues that we share, such as improved efficiencies in administrative processes, teaching one another new technologies that can advance student learning and research, and being open to approaching issues by bringing together people who often don't usually work together (across depts, work classifications, etc)
In this way, we can 'loan expertise' to one another and stretch our human and fiscal investments.
One other thing we can do that facilitates such partnering is a better job of documenting and sharing 'good practices' with one another ('best practices' may be fine in static environments, but in dynamic ones, I wouldn't be so presumptuous). If we document our accomplishments and lessons learned in a way that facilitates a broader understanding of what they mean, others can grab them, adapt them, use them for their own purposes and, as appropriate, feel genuinely invited to contact the creators for advice about how to apply them in new contexts.
These are small steps... but they can be important. What do you think? How else muight we take the 'micro-lending' model and apply it within large, complex organizations?
-Harry
Friday, December 19, 2008
Innovative Approach to Software for Persons with Disabilities
Hi MANIACS:
There's an interesting article in today's NY Times:
http://www.nytimes.com/2008/12/18/business/smallbusiness/18edge.html?em
It focuses on some exciting new software recently developed for persons with disabilities. These outcomes are great, and the process by which they came to be is quite innovative: An intense, weekend-long competition sponsored by a non-profit group with student programmer teams.
Check it out...
Harry
There's an interesting article in today's NY Times:
http://www.nytimes.com/2008/12/18/business/smallbusiness/18edge.html?em
It focuses on some exciting new software recently developed for persons with disabilities. These outcomes are great, and the process by which they came to be is quite innovative: An intense, weekend-long competition sponsored by a non-profit group with student programmer teams.
Check it out...
Harry
Thursday, December 18, 2008
Welcome to UW-MANIAC!
What is UW-MANIAC? UW-MANIAC (Madison Area Network for Innovation & Applied Creativity) represents a network of continued collaborative learning and growth. This unique partnership includes a diverse group of UW-Madison departments and academic perspectives, as well as those from the private and non-profit sector. We will be hosting several events a year around a wide variety of topics, including the “Innovation and Collaboration Learning Café Series” (starting November 18th), generally in an informal format. We hold regular events as part of our "Breakfast Series" and anticipate offering other opportunities to meet and share ideas, both through face-to-face conversation and virtual dialogue. Lastly, feel free to utilize this online community to share reflections, ask questions, incubate an idea, and re-connect with those friendly faces from the conference and other events. For additional information, please contact Harry Webne-Behrman, UW Office of Human Resource Development, at 608-262-9934 or hwebnbehrman@ohr.wisc.edu.
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