NPD Innovation with Creativity Templates Utilizing Innovation Reflection in Units of Practice
By: Erik Albert Johan Johnson
Published: 05/16/2012
Uploaded: 11/09/2017
Uploaded by: Pocket Masters
Pockets: 2012 (May) Teachers College Columbia University Ed.D. Dissertations, Gottesman Libraries Archive, Historical Dissertations
Tags: creativity templates, innovation reflection, innovation unit, modes of innovation, new product development, NPD innovation

Description/Abstract: Innovation is vital to advance society and for the success of organizations.
Important in organizational new product development (NPD) processes is concept innovation or ideation, a critical subprocess that needs to be optimized.
This qualitative study explored how MBA students (N = 11) utilized mental reflection and reflective practice to innovate new product ideas during a graduate business school course teaching a specific innovation method (IM), the creativity templates (CT) approach. Data were collected primarily through semi-structured one-on
one in-person individual interviews preceded and informed by classroom and NPD
project team observation. The participants were found to participate in innovation reflection (IR) during temporal innovation units (IU) of practice. Three innovation unit dimensions were
identified: the (1) setting, including innovation challenge types, levels-of-practice, participants, and timing; (2) resources, namely knowledge, skills, and innovation
methods; and (3) reflection quality, including frequency, effort, length of time, speed, and
process parameters. Regarding IU resources, four knowledge categories surfaced:
codified, experiential, visual, and emergent.

The three core findings regard (1) ubiquitous innovation reflection occurring
among knowledge categories, (2) benefits from the study’s innovation method, and (3)
identified factors that impacted innovation. Analysis of the findings led to three conclusions. First, innovation reflection optimization may improve project team and organizational innovativeness. Second, organizations that adopt constrained resource or think-inside-the-box (TIB) innovation methods to augment flash-of-innovation (FI) and think-outside-the-box (TOB) efforts may improve their project innovation capabilities and cultural innovativeness. Third, the application of the innovation unit framework may improve organizational innovation outcomes.
The findings and conclusions led to recommendations to increase the incidence and quality of reflection utilization for innovation learning, facilitation, and performance.
First, awareness of mental reflection’s intrinsic place and significance during innovation activity should be advanced through education, management development, and internal media. Second, systematic, computational, constrained-resource innovation methods should be adopted toward project team and universal innovativeness. Third, best practices should be embedded in optimizing each innovation unit instance, task, project,
single-business experience, or multi-business organization experience. A hoped-for result is that this research will help assist leaders in strategic hiring and training decisions for improved innovation management.