MGMT 535 (Module 8) Reflection Blog: Innovation
MGMT 535 (Module 8) Reflection Blog: Innovation
When I read this week's chapter on innovation I couldn't help but reflect on the only innovation program I am familiar with and that is the program that the Air Force adopted years ago. I suppose the AFSO21 program could also be considered an avenue for innovation as well. AFSO21 stood for "Air Force Smart Operations for the 21st Century". It was basically the Air Force's combination of LEAN, Six Sigma, 5S, and Continuous Process Improvement. Taking lots of notes from Toyota's process improvement program. But the program I am referring to is the Airman Powered by Innovation (API) program. It was formerly known as the IDEA program and evolved into the API program just a few years before I retired. It may even be something else now.
In a nutshell, the API program promotes innovation from every level in the Air Force. There is a central place and format to submit your ideas, there may be financial rewards depending on the type and amount of savings it may produce and everything is tracked for posterity. Of all the programs that I was subjected to over my 26 yrs in the Air Force, this is one I actually thought was well executed. From young Airman up to higher ranking individuals, you felt empowered to share your idea without any type of judgment or repercussion. Many times it would be those individuals either at the technical level who were closest to the process or a brand new individual who brought a fresh perspective that could see a better way of doing something. In that regard, it was obvious that it took no special talent to be able to submit an innovative idea.
I also felt that the Air Force did a decent job of promoting the program. Every base has an office with people in charge of assisting individuals with "great ideas". I think any organization that has a goal of getting truly innovative ideas from their people must have an avenue to promote it and advertise its existence.
To have innovation and get innovative ideas you have to have an environment that fosters creativity. Köhler et al.'s (2010) correlation between communication climate and innovation climate supports this theory. An organization must have a communication climate where employees feel comfortable with bringing ideas to leadership and possibly accepting criticism (good or bad) as part of a healthy communication culture. When employees feel empowered in this way, they will be much more willing to bring ideas forward and thus contribute to a positive culture of innovation.
Reference
Köhler, T., Janßen, C., Plath, S., Reese, J. P., Lay, J., Steinhausen, S., . . . Pfaff, H. (2010). Communication, social capital and workplace health management as determinants of the innovative climate in german banks. International Journal of Public Health, 55(6), 561-570. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1007/s00038-010-0195-7
When I read this week's chapter on innovation I couldn't help but reflect on the only innovation program I am familiar with and that is the program that the Air Force adopted years ago. I suppose the AFSO21 program could also be considered an avenue for innovation as well. AFSO21 stood for "Air Force Smart Operations for the 21st Century". It was basically the Air Force's combination of LEAN, Six Sigma, 5S, and Continuous Process Improvement. Taking lots of notes from Toyota's process improvement program. But the program I am referring to is the Airman Powered by Innovation (API) program. It was formerly known as the IDEA program and evolved into the API program just a few years before I retired. It may even be something else now.
In a nutshell, the API program promotes innovation from every level in the Air Force. There is a central place and format to submit your ideas, there may be financial rewards depending on the type and amount of savings it may produce and everything is tracked for posterity. Of all the programs that I was subjected to over my 26 yrs in the Air Force, this is one I actually thought was well executed. From young Airman up to higher ranking individuals, you felt empowered to share your idea without any type of judgment or repercussion. Many times it would be those individuals either at the technical level who were closest to the process or a brand new individual who brought a fresh perspective that could see a better way of doing something. In that regard, it was obvious that it took no special talent to be able to submit an innovative idea.
I also felt that the Air Force did a decent job of promoting the program. Every base has an office with people in charge of assisting individuals with "great ideas". I think any organization that has a goal of getting truly innovative ideas from their people must have an avenue to promote it and advertise its existence.
To have innovation and get innovative ideas you have to have an environment that fosters creativity. Köhler et al.'s (2010) correlation between communication climate and innovation climate supports this theory. An organization must have a communication climate where employees feel comfortable with bringing ideas to leadership and possibly accepting criticism (good or bad) as part of a healthy communication culture. When employees feel empowered in this way, they will be much more willing to bring ideas forward and thus contribute to a positive culture of innovation.
Reference
Köhler, T., Janßen, C., Plath, S., Reese, J. P., Lay, J., Steinhausen, S., . . . Pfaff, H. (2010). Communication, social capital and workplace health management as determinants of the innovative climate in german banks. International Journal of Public Health, 55(6), 561-570. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1007/s00038-010-0195-7
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