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The Culture of Innovation
Framework
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The challenge is to bring the full potentialbenefit of effective health care to allthis
challenge demands a readiness to think in
radically new ways about how to deliverhealth care services
Institute of Medicine, USA
Crossing the Quality Chasm
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Central truths of innovation every system is perfectly designed to get the
results that it gets
if we want different performance, we must
change the system
to change the system, we must think in
fundamentally different ways
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What are the key dimensions you
need for a culture of innovation?
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Dimensions of innovation culture
risk taking
resources
widely shared information
specific targets
tools and techniques rewards systems
team environment
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Uses of the framework to assess current environment
plan actions to increase likelihood of
innovation
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Tool:Spider Chart
Teams
Rewards
ToolsTargets
Information
Resources
Risk
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Spider Chart Scale
-5 = we have outstanding negative skills, systems or
recent experiences on this dimension; hampering
innovation
0 = our skills, systems and experiences on this
dimension have no real impact; neither hamper
nor support innovation
+5 = we have outstanding positive skills, systems, andexperiences on this dimension; supporting
innovation
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Tool:Spider Chart
Assessment of current culture for innovation
-5
0
+5 Risk
Resources
Information
TargetsTools
Rewards
Relationships
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Representative of
positive scores
Factors that lead
to a high rating on
this dimension
Representative of
negative scores
Factors that detract
from this dimension
Dimension of innovation culture
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Senior Leadership Team
provide public and private
emotional support,
encouragement and
reward for individuals and
teams that want to try out
new ideas. Organisation
actively seeks learningform others.
Formal leaders and
opinion leaders fear
failure. There is no
support or
encouragement.
Assessment of risk is
inaccurate. They fear
the worst and that is
the end of the idea.
Risk taking
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Protected time,
authority or autonomy
to act, information and
money is available forindividuals and teams
who wish to innovate.
There is active
encouragement forcreative thinking.
Funding is available for
unusual opportunities,
secondements etc.
All resources are
tied up in delivering
services in the way
we always have.Innovation is not a
priority and
resources not
allocated for it. Staffare actively
discouraged from
thinking differently.
Resources for innovation
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Information is gathered from
a wide range of sources and is
freely available or quickly
sent out to staff. Information
is circulated for comments orproposals or to to stimulate
debate. Staff encouraged to
make partnerships outside of
health. Lots if displays that
are exciting and wellmaintained.
Information is given on a
need to know basisdetermined by leaders.
Format may be difficultto understand and not
useful. Papers are
summarised with keyrecommendations but
decisions have been
made before staff seethem.
Widely shared knowledge
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Leaders make clear that
innovation is considered
highly desirable and there
are clear links withoperational and strategic
plans. Creative ideas are
actively sought , they are
the only way that someof the targets will be met.
Targets are set and
focussed without any
encouragement for
new thinking. Plansstipulate how targets
must be met. Only
numbers are
important. Hit the
target, miss the
point.
Specific targets
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The organisation
supports a conscious
and deliberate
process for innovation. Alot of investment in
building capability. Staff
are supported in
choosing tools &techniques but are able
to make own selection.
The organisation has no
awareness of tools &
techniques to supportcreative thinking.
There is no method or
approach for
innovation. Creative
ideas are discouraged
in favor of status quo.
Tools and techniques
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Teams & individuals arerewarded fully for theirefforts with things that are
important to them. eg:Protected time, help fromother areas, greaterinfluence, recognition. Lotsof team reward good
process for celebrationeven if ideas notsuccessful.
Teams and individuals
who want to improve
something are
isolated. Discouraged
from trying new
approaches.
Mechanisms in placeto reinforce status
quo. No thanks or
reward.
Reward systems
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High level of honesty, respect
and open communication.
Many highly motivated teams
with a good mix of skills andstyles. Teams supported with
ongoing team development.
Good networks of intrinsically
motivated people working
together for a common aim
The organisation
does not promote
team-based working and
does not support the
development of networks.
People feel controlled. No
Developmental leadership
style. High level of
distrust, lack of respect
and honesty.
Relationships
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Testing Think of your own organisation and work
through the seven dimensions.
Create your own spiders web score sheet
Ten Minutes
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Sharing
Get up, take your spiderweb move around
the room and find someone who has a high
score for a dimension that you have a low
score for.
Find out more about why they have a high
score take their name, organisationand e mail so that you can find out more if
needed.