Analogies and good practices in innovation. Is it dangerous?

(Texto em Português depois deste)

 

Pull and push the analogy in  the path of innovation

When the architect Michael Pearce sought to solve the problem of creating a building of offices in South Africa, whose main challenge was the hot summers and cold winters he did resources from analogies.

The solution found to the structure, was by analogy with the “nests” of termites.

This work of creating buildings with unusual or unique feature rarely solves only with the intervention of a single person.

“Ford didn’t invent the car Edison did not invent the light bulb, and the Wright brothers did not invented the airplane. The simplistic story removes all others with whom they worked, both before and after, and his fundamental contributions to the process of innovation. ” -Hargadon

In an interdisciplinary team it is possible to create combinations of pieces of knowledge, not yet explored, taking into account the creative and innovative solutions.

In these circumstances the analogy allows applying existing knowledge, often loose ends, to a new context and give meaning to what seemed irrelevant.

 

According to Herstatt, analogies can vary according to the distance that exists between the source and the target of the transfer, i.e. analogy next product (source and target in the same category of product), away from the product (source and target belong to different product categories) and analogy to a non product.

After gathering different analogies, we can proceed to your evaluation and transfer solutions to the problem at hand.

The experience means knowledge, has a crucial role in the transfer of analogies.

When the objective is to leverage the innovation, the focus of analogies focuses on transfer of long-range analogies, whose depth depends on the creativity and imagination of actors in the process concerned.

In many situations the use of analogies depends on different motivations which lead to different spaces. It is not only the motivation because the knowledge of individuals participating in the process of analogies and especially knowledge of context is fundamental to achieve innovative results.

A problem we can find using analogies to troubleshooting in innovation projects is finding relevant analogies early in the process.

We only have access to relevant knowledge analogies if the base domain is accessible to a person or a group. This means that when we work in an innovative project priority is to be aware of the need to master the knowledge which constitutes the basis of the process.

Other times you need to be conscious, to access the analogies, that knowledge we have are relevant in the context in which we are inserted.

For example, from a history of similar cases, we may seek to describe the problems and solutions, i.e. the initial state and given as the state aim, and observe how the analogy is used in subsequent situations.

The mapping process involved in using analogies can play a role in a variety of cognitive skills.

Use an analogy involves mapping of two or more instances with another. What we call often good practice can be good sources for the use of analogies and in this case the creativity becomes Queen of the innovation process.

 “Although analogies are a powerful method for generating Innovative ideas, he is dangerously Vulnerable to misfire When analogies are built in shallow Similarities.” Gavetti and Rivkin-HBR

 

 

Analogies and best practices in innovation. Danger?

Pull and push the analogy, the path of innovation

When the architect Michael Pearce has tackled the problem of creating an office building in South Africa, whose main challenge was to hot summers and cold winters made the analogies resources.

The solution to the structure, was by analogy with the nests of termites.

This work of creating buildings with unique or unusual feature is rarely solved by the intervention of one person.

“Ford did not invent the automobile, not Edison invented the light bulb and the Wright Brothers did not invent the airplane. The simplistic story draws all others with whom they worked, both before and after, and his fundamental contributions to the innovation process. “- Hargadon

An interdisciplinary team can create combinations of pieces of knowledge, not yet explored, giving rise to creative and innovative solutions.

In these circumstances the analogy allows to apply existing knowledge, often at loose ends, a new context and give meaning to what seemed irrelevant.

Herstatt Second, the analogies may differ based on the distance that exists between the source and the transfer target, ie close analogy of the product (source and target in the same product category), away from the product (source and target belong different product categories) and the analogy is not a product.

After meeting various analogies, we can proceed to its evaluation and transfer solutions to the problem at hand.

The experience factor, acquired knowledge, has a crucial role in the transfer of analogies.

When the goal is to leverage the innovation, the focus of analogies focuses on transfer of long-distance analogies, whose depth depends on the creativity and imagination of those involved in the matter.

In many situations the use of analogies depends on the different motivations that lead to different spaces. But not only the motivations, because knowledge of those participating in analogies and especially knowledge of context is crucial to achieve breakthrough results.

One problem using analogies to solve problems in innovation projects is to find analogies relevant early in the process.

We only have access to the analogies are relevant domain knowledge base is accessible to a person or a group. This means that when we work in an innovative project the priority is to be aware of the need to dominate the field of knowledge that underlies the process.

Other times it is necessary to be aware, to access the analogies, that the knowledge they possess are relevant in the context in which we operate.

For example, from a history of similar cases, we seek to describe the problems and solutions, ie the initial state and the state as an objective, and observe how the analogy is used in subsequent situations.

The mapping process involved the use of analogies can play a role in a variety of cognitive skills.

Using an analogy involves mapping two or more instances of another. What we call best practices often can not move from good sources for the use of analogies and creativity in this case becomes queen of the innovation process.

 “While analogical reasoning is a powerful method for generating innovative ideas, he is dangerously vulnerable to misfire when analogies are built on superficial similarities.” Gavetti and Rivkin – HBR

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