Doc V Moyo

Innovation in Decision Making

Innovation in social enterprises is defined as comprising a broad range of possible organisational changes such as changes in products, services and processes to adapt to new conditions and/or to meet needs in different ways in varying degrees.

Innovation (the process and outcomes) can thus be better understood when it is viewed as part of organisational change. 

THE TYPICAL MEANING OF INNOVATION CAN BE SUMMARISED AS NEWNESS AND DISCONTINUITY.

Innovation sometimes requires one to:

  • Copy what your neighbour is doing
  • Always endeavour to see what others are doing
  • Build the urge to try out new ideas/new innovations
  • Ask around, research, check from the ones who have done it before
  • Never stop dreaming
BEFORE YOU DECIDE TO ADOPT AN
INNOVATION, CONSIDER THE EVIDENCE THAT THE INNOVATION IS LIKELY TO ACHIEVE ITS GOALS.


To embark on evidence based decision making, you will need to consider the following points:

Searches of the Web, databases of research articles and syntheses and networking with professional colleagues are common methods for unearthing evidence.

EVALUATE THE EVIDENCE.

Consider how credible the evidence is in terms of rigor of the analysis, trustworthiness of the source, and applicability to your situation.

For example, consider for how long and in how many places the innovation had been implemented when judging the relevance of evaluation data.

JUDGE WHETHER THERE IS SUFFICIENT EVIDENCE.

IS THE INFORMATION COMPLETE?
• Are there important perspectives that are not represented?


Is there more than one viable option?
What tradeoffs are associated with each alternative?

Check for innovative startups


DECISION MAKERS SHOULD

  1. ASK THEMSELVES WHAT IS THE INNOVATION?
    ALSO EXAMINE OTHER ORGANIZATIONS’
    Assessing the feasibility of INNOVATION.

Adopting a particular innovation begins with an understanding of how the innovation works and the scope of the innovation.
What may work effectively in one setting may not work as well in another, so it is important to consider factors such as context, setting, and circumstances, along with evidence of success.

2. ASK THEMSELVES DOES THAT INNOVATION FIT IN YOUR ORGANISATION

  1. DOES IT FURTHER OUR GOALS?

    Organizations should be clear about what will be gained by adopting an innovation prior to making an adoption decision.
    Decision makers are actively searching for an innovation to solve a particular problem, or just happen upon an attractive innovation, they have to determine whether the innovation is congruent with the organization’s goals.
  1. WHAT ARE THE POTENTIAL BENEFITS?


    DECISION MAKERS OFTEN SEEK AN INNOVATION THAT WILL YIELD TANGIBLE
    Before adopting an RESULTS, SUCH AS COST SAVINGS.
  2. IS IT COMPATIBLE WITH OUR ORGANIZATION?

An innovation’s compatibility with the adopting organization is one of the determinants of successful adoption
Organizational decision makers should assess the extent to which an innovation is consistent with their organization’s mission, values, and culture.
Once areas of conflict have been identified, it may be possible to adapt an innovation to make it more compatible.

  1. WHAT ARE THE POTENTIAL COSTS?
  1. ARE WE READY FOR THIS CHANGE?


Although potential benefits of an innovation may outweigh potential costs and risks, an organization may not be ready to implement the innovation.
Before an innovation is adopted, it is important to consider organizational readiness for change.
Receptivity to change among staff and patients may be instrumental in determining how successful an innovation ultimately will be.

Key Questions to Consider

a. Is our staff open to change?
b. How will other stakeholders

FEELING CONTENT AND PRETTY SECURE, CHANCES OF GETTING THREATS ARE HIGH

  • Never feel too comfortable on your seat.
  • Always look for the betterment of that seat.
  • The greatest risk is being comfortable with the level that you are at present.

THERE IS NOTHING LIKE WE HAVE REACHED THE PEAK.

Continuous growth decorated with innovation and creativity is a great stride towards achieving our vision as a group.

REFERENCES


Brach C, Lenfestey N, Roussel A, Amoozegar J,
Sorensen A. (2008): Will It Work Here? A
Decision maker’s Guide to Adopting Innovations. Rockville, MD: AHRQ;

Gornstein. J. (2005): The Persuasive communicator and Innoovative decision Making Persona Global

Markham SK. A (2010): longitudinal examination of how champions influence others to support their projects. Product, Innovation Manage.

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