innovation

convention convention
community1
agrees on & is shaped by

A community is a system of people who interact within an agreed

set of rules—conventions.
may fail to recognize pressure (external)
decay (internal)
a model of innovation
Innovation is a holy grail of contemporary society, and especially
business. A flood of books and magazines promote it. Design firms
promise it. Customers demand it. Survival, we’re told, depends on it.

po
Typically, members of a community share a common location or

if strong, raise calls for efficiency, dangerously reducing

s
common interests. They may be related by birth or may come Entropy always increases. But what is it? And how do we get it?

e
together for social or business reasons. Communities rely on Resisting entropy requires energy and variety.

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inevitably lead to
individuals to provide the variety necessary for survival— Inevitably, both are limited. We used to ask the same questions about quality. Then Walter

n
to share perspective, insight, ideas, and inspiration. Shewhart and Edward Deming answered. Today, statistical

g-
process control, total quality management (TQM), kaizen, and

te
Over time, new members join and existing members depart. These six-sigma management are fundamental tools in business.

rm
changes can affect the conventions the community keeps.
Organizations have become much better at managing quality.

th
Quality has become a commodity, or at least “table stakes,”

rea
necessary but not sufficient. Now, innovation matters more—
because you can’t compete on quality alone, whether as a

ts
business, a community, or a society. The next arena of global

to
competition is innovation, but the practice of innovation remains

a
stuck some 40 years behind the practice of quality.

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Quality is largely about improving efficiency, whereas innovation
is largely about improving effectiveness. Improving quality is
decreasing defects. It’s about measuring. It’s making processes
more efficient. It works within an existing paradigm.

convention 1 each faces change (disturbance) Business Week design editor Bruce Nussbaum has suggested you
can’t measure your way to innovation—measurement being the
hallmark of quality processes. And though some six-sigma
Every convention exists within a community. Pressure from outside or decay inside changes the advocates disagree, Nussbaum is pointing out a fundamental

s)
disturbs relations creating
relationship between a community and its context. That difference between managing quality and managing innovation.
maintains relationship to

ce
A convention establishes a relation between relationship—formalized as a convention—is no longer Innovation is creating a new paradigm. It’s not getting better at
n

se n
o
a community and its context. It defines a way comfortable, no longer a fit. playing the same game; it’s changing the rules and changing the

en
m

on ctio
the community expects its members to behave game. Innovation is not working harder; it’s working smarter.
a

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in a given situation. It prescribes the tools A disturbance upsets an existing convention.
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they can use, even what they can think. This is a root cause of innovation. This poster proposes a model for innovation. It takes the form of a

d c ru

an rd g
n

es r th as e
s c d-o nin
. R - o h lac
concept map, a series of terms and links forming propositions.

be er
it o

ult ir te
. ce nd fit,” p
ne est

ed an co r “ one
Every innovation has a precedent in a A disturbance has variety of its own.
la

te ad s, s th n in
insight previous convention. Unless a community has corresponding variety to cancel it, The model is built on the idea that innovation is about changing

nin le in ue uce tio

e

lan e d

nd v e ei
paradigms. The model situates innovation between two conven-

s u ab tin ed ova
the variety in a disturbance will overwhelm the community.
r

ce w on y r nn
in
tions. Innovation transforms old into new. It is a process—

str ion he
Variety cancels variety.

en no e c a . I

ing s
de ut “t
np iv

qu t k cl d m re

oy ize
a process in which insight inspires change and creates value.

e.” tly vo as
se no cy an ltu
e

on re the ns f cu

on an re on
(u eat
c

w ss tly ti
l
d c ts a s tio b o

c
an

ne nce san tru

The process begins when external pressure or internal decay

an fec n. A ven we

g a n, i es es
cr

tin thi inc e d

ing ef tio on a
disturbs the relation between a community and its context, a
l

ris ct va c in
ba

ea wi at ativ
rp ire no ed ist
relation maintained by a convention.

su ind r in lat ex

ly om n t re
im

nt fr io s c
or rthe ts re ions

sa re tat be
h
fu ec nt
The existing convention no longer “fits.” Perhaps the context

es ctu mu cri
af onve
is

inc stru rial des

changed. Or the community. Or even the convention. Someone

t r
on i us te
f
notices the misfit. It causes stress. It creates enough friction,

ld nom ind pe

cr
e o o of um
enough pain, to jump into people’s consciousness. Perception of

th ec ss ch
th ce h S
misfit almost simultaneously gives rise to proposals for change,

c
pr ep
context 1 misfit (pain) variety for reframing. These proposals compete for attention. Most fail to

s
Jo

e,
o
inspire, are ignored, and fade away.

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The changes that survive are by definition those a community finds
effective. They spread because they increase fit (gain) and lower

(environment) A misfit arises when a convention no longer maintains

(experiences)
that is large enough gains

a desired relation between a community and its context. pain or cost (delivering value).
can be superseded by

n i
Misfit manifests itself as pain. It exacts a cost— We rarely recognize innovation while it’s happening. Instead,

c
innovation is often a label applied after the fact, when its value is

r
Every community exists within a context. physical, mental, social, or financial—on members W. Ross Ashby describes variety as a measure of information.

e
of the community. clear and a new convention has become established.

a
Variety describes a system’s potential to respond to

s
Context is the environment in which a community lives. disturbances—the options it has available. Applied to communities,

e
Ethnography and other research techniques may help identify

s
To survive, a community must have a stable relationship variety describes the experiences—the richness of language and
opportunities for innovation. Design methods may increase the

t
with its environment. Maintaining that stable relationship range of cultural tools—they can bring to bear on problems.

h
speed of generating and testing new ideas. But new ideas are still

e
is the purpose of conventions.
subject to natural selection (or natural destruction) in the political

lik
In a stable environment, increasing efficiency makes sense.
Do what you’ve been doing, but do it better and at a lower cost. process or the marketplace.

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That means narrowing language—decreasing variety.

ih
Innovation remains messy. Even dangerous. Luck and chance,

o
being at the right place at the right time, still play a role. But

o
In an unstable environment, pursuing efficiency may actually be
heightened sensitivity and persistent alertness may increase luck.

d
dangerous. You may get better at doing the wrong thing—at doing

of
something that no longer matters.
This model is not a recipe. At best it suggests ways to increase
The key is to make sure what you produce is valuable, before you the probability of innovation. Our goal is for it to spur discussion.
worry about making it more efficiently. Increasing effectiveness Our hope is that increased understanding will spur innovation
calls for increasing variety—changing perspective, bringing new and increase the greater good.
people, new experience, and new language into the conversation
and expanding the field of action.

recognition (definition)

als ss
Recognition of misfit comes from observation and experience.
Research methods—such as ethnography—help.

st fa
go roce
frames possibilities for

en o
he
op ing
ng am
But identifying a problem requires definition.

)
ini fr
Definitions are constructed—agreed to.

ef e
r r t th
ing p
They have constituencies.

s. g o ou
he in ab
fin ing
Thus, definition is a political act,

ac am ns
ro efr tio
an exercise of power.

pp . R es
(re arn

r a als qu
he o e
ot of g rais
ing on ay
le

try iti m
to efin ype
lity r d ot
ibi o rot

possess
ss m p
po ble g a
pr stin
Te
o

(a bit of luck)
innovation requires preparation aids insight (seeing opportunity) comes from individuals drive
Each innovation is a link between two conventions:
the one it replaces and the one it becomes. (immersion) Insight begins a process of restoring fit. Insight remains the most
mysterious part of the innovation process. It may be irreducible, but
Individuals who are prepared to innovate possess:

motivates
benefit from (increase efficiency by) sharing skills within a
must be shared through

n)
olu s

An innovation is a pivot; it transforms one period into the next. it can be aided. Immersion within the context is almost always Optimism
ev es
change
tio

essential. Experience with other domains helps (by increasing Belief they can improve the world
variety). For example, applying patterns from other domains can Openness to change
ial oc

Some organizations have processes by which their members build

(or buy) new ideas at a small scale. The organizations vet (or select help solve new problems. This is the promise of Genrich Altshuller’s Confidence to make it so
fic pr

ly

or destroy) ideas, moving a few to the next stage. They “incubate” system known as TRIZ. Tenacity, persistence to see it through
or
d d on po

new ideas in “hothouses” long enough to launch them into the Passion, desire, even obsession
an sec ding
rti n

Insight is a type of hypothesis, a form of abduction.

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world. Examples include (perhaps most notably) Royal Dutch Shell,

(a sig

.
n— he ar

ign
tio is t isc

some religions (such as Catholicism), venture capital firms, and Insight may come from juxtaposition Variety
olu s) ., d

and pattern matching. Experience, skill, and talent

ev on i. e

technology companies such as Google.

de

of riati on (

Domain expertise
ism va cti

may create a multiplier effect leading to more

György Polya suggests asking: Knowledge of other domains

an ng tru

Some communities (some ecologies) seem to have the variety and

ch rmi es

structures needed to raise the probability of innovation (within What is the unknown? Understanding of the process
me fo al d
pe atur

certain domains). For example, Silicon Valley, Route 128 around What are the data? Methods and techniques
N

Boston, Austin, Research Triangle, and Seattle all currently enjoy What is the condition? (What are the constraints?) Management, rhetorical, and political skills
r

this advantage. What is the connection between data and unknown? Practice (Doing it a few times helps.)
What is a related problem?
How could you restate the problem? They also know what is not known but necessary
What could you draw to represent the problem? for progress; they understand how to find it; and they
recognize who can provide that knowledge.

articulation (prototyping)
For insight to matter, it must be
r) n

that fails may lead to new

articulated—given form.
ro io
must be proved through
as it diffuses becomes

er at

It might be a
& iter

Hypothesis
Model or diagram
ism

Outline
may prompt a new
ial e

an
ch

Script or story
(tr pl

me

Sketch
ign rst
sim

es e fi

Mock-up
.
d d th

helps improve

Prototype
an n is
n— tio

Pilot
tio aria
olu v
ev ing
of reat
C

community2 evaluates demonstration (testing) commu

value

Of course, the convention resulting from a successful innovation No innovation arises fully formed.
reduces risk, encouraging
agrees on & is shaped by

differs from the convention that preceded it. Likewise, the

pr

community that exists after an innovation is likely to have changed Articulation provides a means of sharing an insight.
es

from the community that preceded it. The context, too, is likely Demonstration proves (or disproves) the insight’s value. Dubberly Design Office prepared this concept map as a project
to have changed beyond the change which created the misfit Demonstration provides a basis for adoption; of the Institute for the Creative Process at the Alberta College of
er

leading to an innovation. it is a key to creating change. Art and Design. The Institute exists to focus and organize activities,
ve

enterprises, and initiatives of ACAD with regard to the cultivation

s

Demonstration enables evaluation. of dialogue, research, and special projects that directly address
st

Testing discloses errors, increases understanding, the nature of the creative process and design thinking. ACAD is
a leading centre for education and research, and a catalyst for
at

and provides a basis for improvement.

creative inquiry and cultural development.
us

Iteration is always necessary.

qu

Please send comments about this model to icp@acad.ca

o

beliefs
by

Acknowledgements
re

Writing and design by

si

Hugh Dubberly, Nathan Felde, and Paul Pangaro

st

Additional design by
may lead to
in

Sean Durham and Ryan Reposar

g

Research by
Satoko Kakihara, ACAD faculty Chris Frey, Wayne Giles,

convention 2 adoption (counter-change) actions

and Darlene Lee
creates new
leads to new
Copyright © 2007
The scale of change varies.
reforms relations creating

Many people have proposed models, for example: may lead to Dubberly Design Office
maintains relationship to

2501 Harrison Street, #7

g

r
n

San Francisco, CA 94110

o

Michael Geoghegan:
o

- Recognizing a new domain of invention 415 648 9799

artifacts
am

y
sit

- Creating new opportunities for discovery within the domain

- Improving the efficiency with which the discoveries are applied Institute for the Creative Process
n
s

at the Alberta College of Art + Design

e
n

p
o

Horst Rittel: 1407-14 Ave NW

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i

Calgary, AB Canada
t

- Simple problems, where the goal is defined

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a

- Complex problems, where the goal remains unclear T2N 4R3

l
re

of

all deliver

- Wicked problems, where constituents cannot agree on the goal 403 284 7670
e
in

Parrish Hanna:
u
ce

- Tactical or incremental
a

- Strategic or punctuated
n

e
a

- Cultural or process-oriented
al

Sponsorship
si a
b
is

EPCOR, a founding partner of the Institute for the Creative

Process, generously provided funding for this project.

context 2 fit (gain) is reflected as increased value Printed in Canada