Rapidinnovation - The Non-Process

If perhaps the first two posts in this series did not make it obvious, the focus and intended results of Rapidinnovation is to increase individual awareness and understanding of the conditions, circumstances and phenomenon that surround them. 

The foundation of such awareness and understanding is built upon  a few Principles, rather than relying on specific tools and techniques.

Developing an individual's awareness and understanding helps effectively bring about significant changes in prevailing situations, which is the objective of any innovation. .

However, increasing an individual’s or a group’s understanding of an existing situation or phenomenon is a tricky issue that refuses to follow well defined paths.

So, in order to have a standardized approach to understanding the traditional route is to first have a theory in place, which we then try to fit onto existing situations to identify parts that cause trouble or problems. Parts of the situation that don't match the constructs of the pre-existing theory are then considered to be problems that need to be rectified to bring about desired changes. Additionally, it also calls for labeling or classifying a given situation into some sort of problem type like 'quality', 'productivity', 'industrial', 'machinery', 'financial' reflecting the present tendency to classify or categorize problems into definitive silos..

For example, if a problem is determined as a 'quality' issue the problem is observed through some of the known quality tools and methods to arrive at an understanding about the problem. Once the abnormality or deviation from the norm is identified efforts are stepped up to correct the specific finding generally ignoring other relevant connections and interdependencies that might modulate or influence a problem. 

This general approach to problem solving has pervaded all known problem solving approaches and methods. Such approaches have its own share of problems since they see an issue either in parts or whole but not together and never see or examine the quality or nature of interdependencies of the connections that connect the parts forming the whole.

The approach in Rapidinnovation is just the reverse. Instead of looking at an issue through an existing lens provided by a theory or a pre-formed mental construct we look at an issue to examine various parts, their connections and nature of interdependencies to identify inherent 'imperfections' in such connection to construct a contextual theory so as to gain understanding of a problem in totality and then improve upon the understanding through subsequent application of the balancing solutions aimed at modifying or changing the nature or quality of the ‘imperfect’ interdependencies of connections . The focus is to see the invisible interdependent links between parts that make the whole

This method of understanding a problem through the Rapidinnovation approach may be explored as follows. However, be forewarned that it is not a step by step process to be followed in a strict sequence. It only provides a general guideline for the mind to flow into ‘understanding’.  

The understanding starts with “Form” and ends with “Maintaining Balance” for a given reality.

1. Form -- All issues have a form in space and time. So observations start with the form. It starts from a part and then gradually expands till patterns can be seen. This needs a lot of curiosity and visual skills on the part of the observer.

2. Feelings -- 'See' the invisible interconnections and nature of interdependence of the links that connect between different parts that form patterns within the issue being observed. This part needs a lot of empathy and mind stilling skills to discover such hidden connections and interdependence between the diverse parts that make up the whole issue.

3. Perceptions -- Examine and use signals to establish the interdependences as closely as possible. This I call as 'Sense making' of the patterns. This requires a lot of 'questioning' skills to make sense of the patterns being observed.

4. Mental Constructs of Reality -- Based on the 'Feelings' and the 'Perceptions' contextual theories are formed that explain how existing patterns evolve or emerge within the issue being observed. This needs the application of both synthesis and analytical skills.

5. Understanding -- Check whether the 'Mental Constructs' explain the observed patterns and the phenomenon. This calls for developing deep insights through application of principles of Rapidinnovation as outlined in the previous post.  

6. Action -- Test out the understanding physically through real life application -- pilot, prototype or  'the real deal'.  Obviously, we would need practical implementation skills and skills in human relationships.

7. Maintaining Balance -- Once more finer, firmer and in-depth Understanding of the reality formed through 'Action' strive to maintain balance till new realities emerge to change existing patterns or phenomena. This demands more of wisdom, awareness and monitoring skills than anything else.

I have consistently used this guideline to solve problems or innovate to change existing situations. The interesting thing is that it requires the development of human skills of curiosity, visual observation, empathy, synthesis, analysis, etc more than mastery of methods, tools and techniques though there is nothing that prevents the use of any tool or technique in Rapidinnovation be it from any discipline of human knowledge.

Hopefully the significance of the internal development of an individual has been made obvious since Rapidinnovation is founded on the principle that one individual has the power to change a situation both in his/her personal or professional life if not to enable them to change the world.

However, the way through which such development would take place must not be standarized. It has to be customized to individual needs and natural apptitudes. Hence the path is a Non-Process. And that squarely is a challenge to be met.

Rapidinnovation - The Principles

The fundamental or guiding principle behind Rapidinnovation is rather simple. It is the practice of 'Non-perfection'.

Given that the objective of any problem solving is to harmoniously adapt to a given set of emerging realities the way to do it elegantly is to innovate or change by modifying existing relationships.

The intent of Rapidinnovation is to help us solve problems, improve or change existing situations, help people improve their lives, deepen our understanding of the world around us and to create in us the ability to change relationships for the better in a holistic manner thereby making life meaningful and worthwhile.

How is this done?

This is done by balancing the inherent 'imperfection' in a given set of mutually interdependent relationships in the present. (Refer post on Rapidinnovation)

Hence the simplest way the fundamental principle of Rapidinnovation can be expressed is as follows:

"Balance imperfect relationships in the now to innovate and harmoniously adapt to new emerging realities"

It is not a theory. It is a practice. Expressed in a word it is the practice of 'NON-PERFECTION'; highlighting the fundamental principle of Rapidinnovation.

The rationale of this practice is logical linked and based on certain principles, which are as follows:

1. While everything seems to have an unique identity, nothing ever exists by itself. Indeed its identity is only relevant in its relationship to other things illustrating the principle of non-self. Hence, everything is in a state of connected web of multiple interdependent relationships with many other things. Such interdependences create relationships that "move" in time and space paradoxically helped by sets of opposing relationships. 

2. Every relationship has a quality to it that changes with space, time and changes in specific quantities in the elements that make up a given set of relationships.

3. All interdependent relationships are becoming, i.e. changing their states over time and space. There is no fixity about any relationship. Hence all relationships are 'interbecoming'. That is when something is 'becoming' other relationships associated with it also start 'becoming'. Change one relationship; other relationships also start to change. Such changes are triggered by constantly changing reality. This illustrates the principles of 'non-being' and 'interbecoming'.  Therefore, what was once a perfect relationship in the past can become "imperfect in the now" ('imperfections') under changing reality.

4. Such 'imperfections' pose as problems in adaptation for some, many or all. Such problems impede continuity of purpose or flow of relationships. Hence 'imperfections' in the relationship are precisely the problems to be addressed in a given context.

5. Therefore, design innovation would entail balancing out such imperfections. That would create a new set of relationships based on the paradox of opposites, thereby enabling a set of relationships to adapt to new realities.

6. Balancing out imperfections involve conscious creation of deeper level of human understanding that is contextual in nature. This might only happen in a state of "non-fear" of the mind since it is fear of many types that forces a human being to cling to previous levels of understanding and experience, which on most occasions prove fatal. The basis of new understanding is 'praxis'.

7. The product of such 'balancing' might be an artifact, system, rules, practice, method or simple change in paradigm, or change of understanding.

8. The method of creation of such balancing 'products' is called Design Innovation. It has two parts -- 'exploration' (i.e. creation) and method of 'exploitation' (i.e. how it is to be used). A proper balance of exploration and exploitation brings about the desired 'harmony' of adaptation which has three specific purposes, namely, Reliability, Availability and Performance (as discussed in the blog post Rapidinnovation).

9. The efforts needed to innovate would last or continue till new realities take shape initiating new 'imperfections' to take shape. One has to be mindful of emergence of new imperfections. The method to achieve that is viewing the web of interdependent relationships in a 'non-mind' state - a state of mind that is free of all assumptions, suppositions, presumptions, unnecessary beliefs, notions, prejudices, concepts, anxieties and fear.

 

Next Blog:--> Rapidinnovation - The Non-Process

Rapidinnovation

In my previous post I promised to introduce Rapidinnovation -- a school of practice on innovation, which exists but not made know to the world so far. I feel the time has come to reveal this school of practice.

For the last 31 years I have been solving problems in engineering and manufacturing industries. Though it wasn't exactly the profession I started out with but over time the love for solving problems snowballed into an insatiable passion. Soon the passion overflowed and spread to almost all areas of various types of manufacturing industries working on a variety of difficult, wicked and seemingly unsolvable problems.

Unique solutions were found that gave stakeholders benefits year on year. But there was something that was odd. The way the problems were solved did not match any of the existing methods and so called processes of problem solving and innovation. It did not follow BPR (Business Process Reengineering) techniques. Neither did it use Six Sigma or TQM (Total Quality Management) tools. Nor did it apply tools of TPM (Total Productive Maintenance) or TOC (Theory of Constraints). Neither did it completely resemble Systems Thinking or Design Thinking nor did it completely follow the traditional lines of CBM (Condition Based Maintenance) and RCM (Reliability Centered Maintenance) for addressing or solving machinery failures and problems. 

Soon, I understood that there was something unique in my Rapidinnovation practice, something "unnamed". It is definitely working in some way to which I could not put my finger upon for a long time. But the point was it was giving nothing less than outstanding results all the time. My teacher and mentor Prof Henry then named it Rapidinnovation, where the acronym stood for Reliability Availability and Performance Improvement through Design Innovation (Rapidinnovation).

That more or less defined the purpose and the approach in broad brush strokes. The purpose of innovation was clear. Any product of innovation, whether soft or hard must be reliable for the intended purpose (must not fail while working), must be available to perform for the desired time and also provide the desired Performance (for example, protect ecology, ensure safety, ensure value, alleviate sufferings, improve productivity etc..). And the approach to achieve the objectives would be through Design Innovation or Design Thinking. 

The area of application was also clear, which is as follows:

Innovations must be based on the 'NOW' (N). Innovation must be based on 'Present Failures' (F). Innovation must solve some 'Present Problems' (P). And NFP innovations must be guided and informed by reality. Otherwise it is mere distorted thinking or imagination to cover some unreal risks.

Looking more closely, I soon realized that it is different to all other schools of thinking on innovation. The difference was that while other schools insisted on specific tool set, techniques, processes Rapidinnovation was based on a few principles. The other important difference was stress on human understanding. While other schools of thought grossly ignore this aspect of development of human understanding which is the corner stone of Rapidinnovation approach.

To summarize, the important issues of Rapidinnovation are:

1. It is based on the basic premise of 'interconnected' and 'interdependent' whole.

2. It is based on a few principles of "becoming", "flow", "balance" and "change of states".

3. It is based on the development of human understanding rooted in 'non-fear' rather than heavy use of tools and techniques

However, it does not do away with domain knowledge expertise though at the same time it urges one to do away with firmly held notions, ideas and pet theories, which when often repeated exhibit hidden fears rather than confidence to make sense of reality, so essential to problem solving and innovation. In brief, it strongly discourages Fear Induced Innovation (FII).

There is another thing. Innovation is not only about 'exploration' that seeks new perspectives and ways. After an innovation is designed, implementing and putting it to proper use is 'exploitation'. Exploitation is doing routine things efficiently whereas 'exploration' forces us to think differently. So the two parts of innovation are 'Exploration' and 'Exploitation'. For balance, both are equally needed. One can't be separated from the other.

Since we need both Exploration and Exploitation we need both the skills of the left and the right brains. We need to think in both parts and the whole. We need explore as well as exploit. We need to be effective as well as efficient. 

Clearly we have now come to the ''inclusive'' age not the age of excluding this or that or trading this for that or insisting on 'one true way' or exhibiting 'holier than thou attitudes'. It is therefore time to get free of jargons and sound bites (efforts to create sort of myriad 'self identities') of all sorts and focus on what needs to be done to get inclusive results that help many. This is because Ideas and concepts of 'exclusion' do not resonate deep within and stir the human soul to do what it was always meant to do -- create and adapt.

And following the trends towards increasing openness and collaborative efforts Rapidinnovation conveys 'Openness' that allow people to create their own approaches, tools and techniques within the given principles of understanding the dynamics of Nature and Life. Weighing it down by any dogmas, insisting on specific tools and techniques would be not only unfortunate and counterproductive but also disastrous. It must remain open to reality and must remain contextually relevant to the time of application helping people solve their problems both personal and professional by their own 'free will' within the given contextual constraints of apparent 'determinism' aiming at balancing the dynamic paradox of the opposites. 

 

Fear Induced Innovation vs Rapidinnovation.

Here is a Facebook status update of Rahul, a friend of mine, who works as a consultant in Tata Consulting Services, and is presently engaged in improving the manufacturing process of a large gold jewelry manufacturing company in India:

"Last 2 days I got great exposure and learning while understanding with respect to India "What does Innovation means & How it happens" for the companies like Google, Intel, Yahoo, IBM, 3M, Infy, Wipro, Biocon and many more big & small enterprises from the CEO's, MD or VPs of these companies....The mandate came from Summit- Making Bangalore the Innovation Hub for Asia. (in the field of Manufacturing, Pharma, Energy...and obviously "IT" :) )"

It was obvious that he was quite happy attending this Summit. But I wanted to understand from him the deeper insights he gained from the interactions during the Summit. Few days later he came out with a terrific insight about the Summit and put that in as a comment to the discussion thread, which was the following:

"I found that almost all big companies are involved in doing innovation in the name of fulfilling the Future needs of the people, But they are not thinking much to solve the present "Wants of the mankind" specially the basic wants of low income group..i.e. food, water, energy, transportation, house, having regular income....Business house generally think this as a charity or CSR activity, but this is wrong, these issues have huge potential for doing Innovation and also have successful business models to sustain it.....It requires patience and focused approach from individuals and organization to address the problems of the larger section of our society."

Now that was something very significant and what I fear most about 'innovation' -- that is trying to do something for the future by completely ignoring the present.

Trying to do something for the future is insurance and not innovation. And insurances are always made to cover known and unknown risks and consequences. I call such innovations 'Fear Induced Innovation' (FII). And why is that? Risks are imagined or perceived - never real. So addressing such risks is done more out of fear than anything else -- just like any insurance policy we undertake. 

Paradoxically, such innovations based on fear or induced by fear are always risky, costly and most often do not serve any real purpose of the society in which they spawn and develop. They sap the resources of the society without paying them back adequately. The society is exposed to more risks than achieving solid gains in improving the standard of living of its citizens. Hence to cover such risks at low cost big companies are setting up their innovation centers in India and China away from their homelands. It is a sort of gamble that may not pay off in the long run.

What is the answer?

Innovations must be based on the 'NOW' (N). Innovation must be based on 'Present Failures' (F). Innovation must solve some 'Present Problems' (P). And innovations must be guided and informed by reality. Otherwise it is mere distorted thinking. 

I have classified the innovations that address the NFP (Now, Failures, Problem) as products of Rapidinnovation, which is a more inclusive form of practice under Design Thinking. I shall write on Rapidinnovation in my next blogs.

FII ('Fear induced innovation') is never the real one. CEOs are often found to run after FII to turn around companies. But they fail. No wonder, the CEO of Yahoo got fired over phone just two days back on 9th Sept 2011. CEOs of modern companies seem to work like 'freelancers' far removed from the ecology on which they operate, thrive and grow.

I feel that the need of the hour is to have Creative Leaders who understand the inclusive nature of innovation, or more specifically the inclusive practice of Rapidinnovation.

 

 

CL - Self Organising Movement in Complexity

Electrons, Corrosion, Particles, Water, Smoke, Population, Bacteria, Organizations, Societies, Nations, Human minds have one thing in common. They all move. All such movements grow and evolve, not through top-down direction and control, but through balancing of opposite forces or diverse ideas, changes in quantities that change the quality of movement and change of phase transformation of becoming through the elimination of previous states of being. But what changes situations are changes in relationships that, so to say, hold the 'organism' together.

We may say that social relationships are built around opposing or diverse ideas, apparently paradoxical, that mutually support relationships that are mostly non-linear lending the inherent 'complexity' in its movement and behavior that defies individual control of human beings. New ideas gain traction or lose it depending on their inherent appeal and utility and desire of people. Leaders in such movements give shape and flow to such collective desires. Individuals coalease spontaneously as do individual groups. Such spontaneous self organization helps new alliances to emerge rooted in the situation and the mutual needs of the groups (which I call as 'situatedness') depending on what works for those involved in the moment. What exactly would emerge is both difficult to assess and predict with great degree of certainty. While some alliances are fleeting; others endure; and some serve their purpose before they dissolve. Whatever, it might be, the states always transforming and changing. Such becoming is the nature of complex systems.

Therefore, in short, social systems self-organize around ideas and non-linear relationships. They are living, complex, dynamic, and constantly evolving as they and their members learn from shared experience generated by various leaders who emerge at different points of time and space.

This is because as social movements develop, multiple sources of leadership are essential since improvements and movements of complex systems affect the whole and never in parts. Any individual or group, however that presumes to be the leader of the whole or aspires to organize a central coordinating body to impose order on the chaos does not understand the process of self generated chaos itself which is nothing but directional order. Hence self-organizing chaos is integral to the movement building process and essential to its success of the whole of complex systems.

Those who understand the complexity of the self organizing, self sustaining process are creative leaders.

 

CL - stands for Creative Leadership.

IOU - The Dandelions

Mulla Nasrudin spent the entire autumn working his garden. Beautiful flowers blossomed next spring. And Nasrudin was happy and proud. But he noticed a few dandelions appearing, which he hadn’t planted. He wasn't much pleased with that emergence.

So, Nasrudin tore them up. He wanted his garden to remain as pure as possible -- just the way he wanted it to be. But the pollen had already spread and others began to grow. He tried to find a weed killer which only killed dandelions. A specialist told him any type of poison would end up killing all the other flowers. In despair, he went to ask a gardener for help.

- It is like a marriage – said the gardener. – Along with the good things, a few little inconveniences always appear.

- What can I do? – insisted Nasrudin.

- Learn how to love them . Although they are flowers you did not count on, they are still part of the garden. Peace does not lie in only getting what you want. It lies in understanding what to do when you get what you don't want.

WOW! - Seductive Attention

Ram is sharing with Sam a very interesting proposal that might change Sam's life forever.

But Sam expresses no interest in his eyes, face and body.

Would Sam catch the attention of Ram?

Would Ram be 'seduced' to enter into a venture with Sam?