|
Module 1: Building the ability to work with people from different communities, disciplines, and functions |
|
Michael Wildt, Sandra Hogeforster, Anna-Maria Czarny, Christian Wildt |
|
Open innovation requires working with people from outside of your organization. Often these people come from different cultures, backgrounds, and communities. Working with such diverse teams is a crucial component for success in innovative teams. To prevent diverse backgrounds to be an obstacle, certain aspects must be considered. After reading this module the reader will receive an overview of different aspects of cultures, how to work with them, and use diversity as an advantage. In addition, different psychological concepts will be explained that facilitate working in teams and reaching the maximum potential of each co-worker. Certain features of your organizational structure will be questioned. To ensure the success of any open innovation strategy with workers from outside of your company cross-functional teams have to be built and work well together. Lastly, setting the right goals and the right long or short-term focus must be thought through when applying any innovation strategy. Especially when it comes to open innovation strategies supervisors must be ready for new perspectives. The ability to work with people from different communities, disciplines, and functions can be learned or enhanced and is the fundament of any open innovation strategy. |
|
Upon completing this module, you should be able to: |
|
Quiz
What is the advantage and at the same time challenge of Open Innovation?
It is important to determine one culture as the main culture in a multicultural team to keep things simple.
Cultural Intelligence means studying other cultures in the library.
Communication styles and rules are easy to observe and belong to the surface culture area of the cultural iceberg.
Cross-functional teams need a detailed working plan and it’s crucial to stick as close as possible to it.
Especially smaller companies fear being taken advantage of when cooperating with larger companies.
The output doubles each time when you double the number of co-workers assigned to a task.
When cooperating with a university, what should SMEs consider?
Goal Setting must be avoided since it put pressure on the employees.
Interprofessional collaboration works best when: