The broad scope of innovation e.g. n Design, n Invention, n High technology manufacturing, n e- businesses.

The tools of entrepreneurship e.g. n Venture capital, n Protecting and valuing intellectual property, n Sources of innovative ideas.

The psychology of innovation: n Why change is commonly perceived as a threat, rather than an opportunity, n The psychology of perception; how we all perceive a new concept in a unique manner, depending on our existing knowledge of the world.

Communities of Practice Groups that gather around a common topic for which they share a passion.

Case studies, looking at innovation and new product development from different stakeholder perspectives e.g. the viewpoints of n Shareholders-maintaining their trust and support n Accountancy-ensuring financially prudent innovation n Marketing-the importance of customer involvement n Purchasing-the importance of supplier involvement n Personnel- training/selling innovation to the older employee n The external inventor-How do we assess proposals from outsiders?

Adding an innovation flavour to traditional management techniques e.g. n Risk assessment, n Time & resource planning, n Cost planning & control.

The term Jeremiah is commonly used to describe a dismal prophet. Here we are using the term more specifically to describe the prophets of doom within organisations who specialise in the art of destroying innovative ideas. Their opening gambits in any workplace debate on a proposed innovation include,

"It's a good idea but …."

"Well if your prepared to take responsibility if it all goes wrong then ….."

"I like your idea but Jones in Accounts is bound to say …….., so we would just be wasting our time."

Jeremiahs' have the existing practices and customs in their favour and are perhaps the greatest threat to innovation within an organisation.

Managers need to be aware of the fundamental difference between Incremental Innovation and Radical Innovation, if they are to implement innovative change effectively.

Incremental innovation refers to the small everyday changes that occur in any thriving workplace. Radical innovation typically involves major changes and short term inconvenience for many people. Good managers are expected to make minor decisions without dithering but making snap decisons on radical issues, without taking time to think through the consequences, in order to look decisive can be disastrous. The table below contrasts the characteristics of good incremental and good radical decision making.

Managers can maximise the chances of the germ of an idea expanding into a full blown innovation if they develop the right mind set. The following mind training tips are suggested for inclusion in the syllabus:

1. Be a rebel. Don't conform to peer group belief that a problem can't be solved.
2. Learn from "fools" as well as experts. "Fools" are often people who are intelligent but appear to be stupid, simply because they think in an unconventional manner.
3. Have patience when trying to solve difficult problems. Sleeping on a problem will often reveal its solution but other problems need revisiting time and again for moths or years before they are cracked open.
4. Accept that your first solution is rarely the best one. Get into the habit of trying to refine your ideas at the theory stage before rushing into the exciting phase of implementing them.
5. A failed attempt to solve a problem is only a waste of effort if you don't make serious efforts to learn from your mistakes.
6. In your early work on a difficult problem, don't let the constraints of the real world cloud your thinking. A Mk I solution which is illegal, expensive or offensive in some way can often help you to view the problem from a new angle. Working your way round the practical objections to create a Mk II solution is often easier than starting from scratch again.
7. Reverse engineeer your thinking Ask yourself, "Where would we be like to be (say) fifty years from now, if everything goes to plan?" Then work backwards deciding what needs to be done to achieve your goals. Be ruthless, stripping anything out of your project plan, which isn't essential to meeting your long term goals.
8. Summarise your innovative idea, problem or solution in a single sentence, then revisit the sentence several times to refine it.
9. Summarise your innovative idea, problem or solution in a block diagram or sketch.
10. Adopt Full Strength Thinking. When groups of individuals attempt to solve a difficult problem they usually come up with a range of competing solutions. The aggressive side of human nature then tends to come to the fore, with the protagonists for each proposed solution putting more energy into championing their solution and defeating the alternatives than in coming to grips with the core problem itself. Full Strength Thinking recognises that after a few early knock-out rounds, the remaining potential solutions all have some strengths that the final solution should incorporate. At this stage it is often helpful to re-define the problem, taking into account the greatest strengths of the main competing proposed solutions.

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