Innovation Process for Problem Conceptualization

Introduction

Increasing the ability of engineers and problem-solvers in general to produce novel, effective and better solutions to both new and existing problems is a refinement and extension of general problem-solving methods and techniques. Creating innovative products may not come naturally to most, but such activity can be fostered, encouraged, and learned (Copper & Kleinschmidt, 1986; Corvin & Slevin, 1989; Google, n.d.). There are two main drivers needed for producing innovative problem solvers, one is the proper work environment, and the other is the use of supporting problem-solving techniques available to the engineer or designer. The importance of the work environment is discussed briefly before proceeding to the thrust of the paper, the use of the Innovation Process for Problem Conceptualization (IPPC) as a technique to foster and drive innovation and creativity into the formation of problem-solution conceptualizations that take place as part of requirements analysis.

A work environment can either inhibit or contribute to the level of creativity and innovation (Damanpour, 1991). Innovation-supportive environments do not just appear but must be actively designed and fostered (Amabile, 1983; Rozovsky, 2015). Environments that promote innovation have been identified as those that provide for physical interaction in close proximity with team members, a working space with a view of the natural environment, and control over a dedicated work area where meetings can be scheduled as needed (Hennesey, 2003). Environments that hinder innovation are those that exhibit undo deadline pressure, constant surveillance from managers, and frequent work evaluations (Amabile, 1983). A team of Google's People Operations (Duhigg, 2016), and Rozovsky (Rozovsky, 2015), described five impactful team dynamics important to creating effective teams. These five were described as: psychological safety such that teams feel secure in taking risks, dependability such that team members are reliable in performing quality work on time, clarity in that team roles, goals and plans are clearly articulated, and having work that is meaningful such that the team believes the work is impactful (Rozovsky, 2015, p. 1). Certainly, these factors contribute to a team's innovative ability. In addition, environments that support innovation need to provide for collaboration, cooperation, and coordination (Jarche, 2017) as well as encourage narration, or what is known as 'working out loud' (Terry, 2017) and support an open exchange of ideas in which learning occurs.

Thus environments that support and motivate innovation are those that encourage risk-taking, individuals feel trusted and appreciated, working out loud is encouraged, and collaboration and cooperation are such that diverse ideas are met with encouragement to refine and continue. Within an organization, work environments relative to a team or an individual's collaborative interactions have been described as taking place in what Microsoft calls the Inner and Outer loop (Branscome 2017). The Inner Loop contains communication between team members within a teams' circle of trust, and communication is project-specific. In contrast, the Outer Loop is where communication takes place across teams and with other departments and is not project-specific, such as organization-wide technology discussions or organizational meetings.

The Innovation Process for Process Conceptualization (IPPC) presented herein does not address the Outer Loop activities but is for use within the Inner Loops project-specific task of determining an effective novel solution to a problem. The steps of the IPPC process have been designed to improve a team's ability for the creation of innovative solutions at the conceptualization phase of software product development.