Changing Places February 22, 2012Posted by keithsawyer in Innovative networks, Organizational innovation.
Tags: idea labs, innovation, knowledge management, reassignment, shadowing
When workers change departments for a short time–for example, shadowing another employee in a totally different part of the organization–it enhances the innovation potential of the entire organization. That’s because it results in more “weak links” throughout the organization’s social network. And from research, we know that creativity is more likely to result when information flows through these weak links–because it brings together diverse types of knowledge into surprising new combinations.
Tuesday’s Wall Street Journal* describes many companies that are successfully using this strategy:
To help workers sharpen their skills, stay motivated and identify new roles they might aim for in the future. Moreover, they help address a challenge that many companies are facing: how to better foster collaboration across different specialties and regions.
An Intel, employees can find temporary assignments by searching an internal database. This program just launched last March, and already 1,300 positions have been filled. Other companies finding success with this approach include Virgin America and PricewaterhouseCoopers.
My book Group Genius explains why this works: Because it helps resolve the challenge of “knowledge management.” How do you get information moving through the organization effectively, particularly across organizational boundaries? In addition to this “shadowing” technique, other knowledge management techniques help accomplish the same goal:
- “Idea labs” that bring cross-disciplinary teams together for one or two weeks
- Job descriptions that are broad, allowing each employee to cross multiple areas
- More frequent reassignment of staff
Research shows that all of these methods help to diffuse tacit knowledge–the kind of knowledge that’s hard to capture in computerized knowledge management systems, or in formal documents. And research shows that it’s this tacit knowledge that, more often than not, results in innovation.
*Lauren Weber and Leslie Kwoh, “Co-workers change places.” Wall Street Journal, Tuesday February 21, 2012, p. B8.