To determine the views of a prominent speaker, author and teacher on his views on nurturing invention and managing innovation.
Abstract
Purpose
To determine the views of a prominent speaker, author and teacher on his views on nurturing invention and managing innovation.
Design/methodology/approach
The article is an interview with John Seely Brown, a visiting scholar at the Annenberg Center at the University of Southern California.
Findings
The interview covers Brown's opinions on a range of issues about invention, innovation and information technology.
Originality/value
Provides insights into the thinking of a prominent researcher in organizational and individual learning.
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David O’Donnell, Gayle Porter, David McGuire, Thomas N. Garavan, Margaret Heffernan and Peter Cleary
John Seely Brown notes that context must be added to data and information to produce meaning. To move forward, Brown suggests, we must not merely look ahead but we must also learn…
Abstract
John Seely Brown notes that context must be added to data and information to produce meaning. To move forward, Brown suggests, we must not merely look ahead but we must also learn to “look around” because learning occurs when members of a community of practice (CoP) socially construct and share their understanding of some text, issue or event. We draw explicitly here on the structural components of a Habermasian lifeworld in order to identify some dynamic processes through which a specific intellectual capital creating context, CoP, may be theoretically positioned. Rejecting the individualistic “Cogito, ergo sum” of the Cartesians, we move in line with Brown’s “we participate, therefore we are” to arrive within a Habermasian community of practice: we communicate, ergo, we create.
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John Seely Brown and Elise Walton
The following keynote presenters shared their views on organizational change through a dialogue format. We have preserved this format in the summary of their presentation in order…
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The following keynote presenters shared their views on organizational change through a dialogue format. We have preserved this format in the summary of their presentation in order to show the interplay of their ideas.
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The issue of workplace performance is examined in the broader context of the enterprise. While organisations may be quick to acknowledge the complexity of their business, efforts…
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The issue of workplace performance is examined in the broader context of the enterprise. While organisations may be quick to acknowledge the complexity of their business, efforts to link or synchronise the ‘working parts’ often collapse in the face of ‘silo‐based’ thinking. Real estate professionals have a role in bridging this ‘effectiveness’ gap. Building a connected organisation requires the thoughtful interplay of the physical and cultural aspects of the workplace to support the constantly changing flow of people and ideas. It is the quality of the interactions ‐ of the connections ‐ that determines business success. This paper outlines action steps of varying scale, intensity and time which can be used to combat this corporate tendency toward weak ‘connectedness’.