Social interaction between individuals is integral to many of the activities in the innovation process, such as idea generation and problem solving, knowledge sharing and creation. More specifically, social interaction is important for: spanning organisational boundaries – both internally and externally; transferring tacit knowledge – since such knowledge cannot be codified and shared electronically; the bringing together of knowledge that is typically distributed across and beyond the organisation; the coordination of activities and reduction in the duplication of activities; the generation of the potential for serendipity through chance encounters; and the development of common understandings and the building of trust – vital for the transfer
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In doing this, managers should seek to create a ‘psychologically safe’ organisational climate by promoting support amongst all organisational members for new ideas and developing ‘active empathy’ for employees’ to reduce the frustrations of those attempting to learn complex concepts or ideas (Von Krogh 1998, West 2002). Management should build a culture of caring through a range of mechanisms, such as, mentoring programmes; embedding trust, openness, and courage, within the stated values of the organisation; training programs in trust and team building; and social events (Von Krogh 1998). While the rational ‘project management’ perspective provides a useful structure for the innovation process, it is important to emphasise that it over simplifies what is often a messy, complex, iterative, and non-linear process. Such a perspective is also overly rational and partial, since it fails to incorporate an appreciation of the social, political, and emotional dimensions of the innovation process. When considering the effective management of the innovation process, it is important that we supplement a project management approach, focusing on activities, selection criteria, and stage gates, with one that views the innovation as a social, political, and emotional process. This is important as both approaches provide insight and therefore value to the organisational innovation
In doing this, managers should seek to create a ‘psychologically safe’ organisational climate by promoting support amongst all organisational members for new ideas and developing ‘active empathy’ for employees’ to reduce the frustrations of those attempting to learn complex concepts or ideas (Von Krogh 1998, West 2002). Management should build a culture of caring through a range of mechanisms, such as, mentoring programmes; embedding trust, openness, and courage, within the stated values of the organisation; training programs in trust and team building; and social events (Von Krogh 1998). While the rational ‘project management’ perspective provides a useful structure for the innovation process, it is important to emphasise that it over simplifies what is often a messy, complex, iterative, and non-linear process. Such a perspective is also overly rational and partial, since it fails to incorporate an appreciation of the social, political, and emotional dimensions of the innovation process. When considering the effective management of the innovation process, it is important that we supplement a project management approach, focusing on activities, selection criteria, and stage gates, with one that views the innovation as a social, political, and emotional process. This is important as both approaches provide insight and therefore value to the organisational innovation