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04 a knotting the small world with gatekeepers

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Wesley Shu
Wesley Shu

This document discusses the "caveman" social structure of cohesive clusters connected by bridging connections. It describes how cohesive clusters can enhance the development of homogeneous ideas but also risks groupthink. Gatekeepers who bring in new information from bridging connections can counteract insularity. Examples are given of industries like furniture design in Lombardy, Italy that benefited from strong connections between components like schools and manufacturers. The world is described as smaller due to ease of talent and information movement, so companies should focus on maximizing information inflow through the use of gatekeepers.

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Gatekeeper1created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman2created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman Social StructureIn a cave:Overlapping and redundant relationshipsUnwanted behavior by any individual will become more widely knownCollective punishment of unwanted behavior will be easierTrust, discipline Caves (clusters) are linked by bridging connections.3created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman Social StructureRobert Steward in the following slide.He is a gatekeeper.4created by Wesley Shu, Ph.D. in MIS, University of Arizona
Inventors in Bostons Largest Connected Cluster circa 1986-19905created by Wesley Shu, Ph.D. in MIS, University of Arizona
Allegory of the Cave6created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman BenefitCohesively clustered structure will greatly enhance the development of homogeneous ideas. Cohesive structure can also aid the subsequent diffusion of ideas from its original creators to potential adopters. 7created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman BenefitWhy? Synergy, imitation, fast information flow, easier to mobilize effort and support for development Hsin-Chu Industrial Park8created by Wesley Shu, Ph.D. in MIS, University of Arizona
Caveman ProblemClustering makes seminal creativity less likely.Isolated groups of inventors go stale and risk vulnerability to groupthink.Inventors within cohesive clusters are less likely to invent a new idea but the new ideas are more likely to be developed and adopted by other inventors.9created by Wesley Shu, Ph.D. in MIS, University of Arizona
Solution to the Caveman ProblemCohesive clusters with bridging connections10created by Wesley Shu, Ph.D. in MIS, University of Arizona
Solution to the Caveman ProblemBridging connections counterbalance insularity by bringing in fresh and non-redundant information.Gatekeepers are interpreters.11created by Wesley Shu, Ph.D. in MIS, University of Arizona
Examples - Lombardythe components of the design system schools, studios, and manufacturers were not significantly better or worse in that region than elsewhere. What distinguished Lombardy was the number, strength, and quality of the links between these components.Cf. Rochester, NY12created by Wesley Shu, Ph.D. in MIS, University of Arizona
Italian furniture manufacturers portfolio of designers13created by Wesley Shu, Ph.D. in MIS, University of Arizona
Interpreters as DesignersThe designer who wants to propose a project doesnt have to bring drawings, He has to present new ideas, new proposals, even if he doesnt know how to implement them. It is our Center for Research and Development that gives life to the project.Federico Busnelli, B&B Italia14created by Wesley Shu, Ph.D. in MIS, University of Arizona
15created by Wesley Shu, Ph.D. in MIS, University of Arizona
Example - IntelOpen Innovation will be introduced latercreated by Wesley Shu, Ph.D. in MIS, University of Arizona16
DangerMost companies use regional centers only as antennas to detect local trends rather than to mediate local talent.Need to know the rich web of local relationships17created by Wesley Shu, Ph.D. in MIS, University of Arizona
Six Degree of SeparationDrawing a sample from the white pages of Midwest towns and designating a friend in a Boston suburb as a target, Milgram asked each Midwesterner to forward a letter to a personal friend who might know the target. J. Travers and S. Milgram, An Experimental Study of the Small World Problem, Sociometry, 32 (1969): 425-443.18created by Wesley Shu, Ph.D. in MIS, University of Arizona
Six Degree of SeparationIntermediate recipients who did not know the target were asked to forward the letter to friends who might. The process continuing until the letter reached the Boston target. The average number of connections was six. 19created by Wesley Shu, Ph.D. in MIS, University of Arizona
The World Is SmallerWTOBilateral FTATalents are free to move.Non-competing or non-disclosure agreements will not work.True talents do not want to be bound by them.Silos may be the norm if companies want to keep talents inside.And what we should do?20created by Wesley Shu, Ph.D. in MIS, University of Arizona
What Companies Should Do in a Smaller World?Not afraid of information or talent outflowBut to maximize the inflow!21created by Wesley Shu, Ph.D. in MIS, University of Arizona
What Companies Should Do in a Smaller World?Gatekeeper! gatekeeperstechnical professionals who span organizational boundaries, accelerating the process of invention by contributing to and capitalizing on inter-firm spillovers of technical knowledge. Fleming, L, & Marx, M., Managing Creativity in Small Worlds, California Management Review, 48(4), Summer 2006.22created by Wesley Shu, Ph.D. in MIS, University of Arizona
New Gatekeeper BusinessNine Sigmas OI Process Integration Services & Intelligence Services

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04 a knotting the small world with gatekeepers

  • 1. Gatekeeper1created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 2. Caveman2created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 3. Caveman Social StructureIn a cave:Overlapping and redundant relationshipsUnwanted behavior by any individual will become more widely knownCollective punishment of unwanted behavior will be easierTrust, discipline Caves (clusters) are linked by bridging connections.3created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 4. Caveman Social StructureRobert Steward in the following slide.He is a gatekeeper.4created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 5. Inventors in Bostons Largest Connected Cluster circa 1986-19905created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 6. Allegory of the Cave6created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 7. Caveman BenefitCohesively clustered structure will greatly enhance the development of homogeneous ideas. Cohesive structure can also aid the subsequent diffusion of ideas from its original creators to potential adopters. 7created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 8. Caveman BenefitWhy? Synergy, imitation, fast information flow, easier to mobilize effort and support for development Hsin-Chu Industrial Park8created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 9. Caveman ProblemClustering makes seminal creativity less likely.Isolated groups of inventors go stale and risk vulnerability to groupthink.Inventors within cohesive clusters are less likely to invent a new idea but the new ideas are more likely to be developed and adopted by other inventors.9created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 10. Solution to the Caveman ProblemCohesive clusters with bridging connections10created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 11. Solution to the Caveman ProblemBridging connections counterbalance insularity by bringing in fresh and non-redundant information.Gatekeepers are interpreters.11created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 12. Examples - Lombardythe components of the design system schools, studios, and manufacturers were not significantly better or worse in that region than elsewhere. What distinguished Lombardy was the number, strength, and quality of the links between these components.Cf. Rochester, NY12created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 13. Italian furniture manufacturers portfolio of designers13created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 14. Interpreters as DesignersThe designer who wants to propose a project doesnt have to bring drawings, He has to present new ideas, new proposals, even if he doesnt know how to implement them. It is our Center for Research and Development that gives life to the project.Federico Busnelli, B&B Italia14created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 15. 15created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 16. Example - IntelOpen Innovation will be introduced latercreated by Wesley Shu, Ph.D. in MIS, University of Arizona16
  • 17. DangerMost companies use regional centers only as antennas to detect local trends rather than to mediate local talent.Need to know the rich web of local relationships17created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 18. Six Degree of SeparationDrawing a sample from the white pages of Midwest towns and designating a friend in a Boston suburb as a target, Milgram asked each Midwesterner to forward a letter to a personal friend who might know the target. J. Travers and S. Milgram, An Experimental Study of the Small World Problem, Sociometry, 32 (1969): 425-443.18created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 19. Six Degree of SeparationIntermediate recipients who did not know the target were asked to forward the letter to friends who might. The process continuing until the letter reached the Boston target. The average number of connections was six. 19created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 20. The World Is SmallerWTOBilateral FTATalents are free to move.Non-competing or non-disclosure agreements will not work.True talents do not want to be bound by them.Silos may be the norm if companies want to keep talents inside.And what we should do?20created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 21. What Companies Should Do in a Smaller World?Not afraid of information or talent outflowBut to maximize the inflow!21created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 22. What Companies Should Do in a Smaller World?Gatekeeper! gatekeeperstechnical professionals who span organizational boundaries, accelerating the process of invention by contributing to and capitalizing on inter-firm spillovers of technical knowledge. Fleming, L, & Marx, M., Managing Creativity in Small Worlds, California Management Review, 48(4), Summer 2006.22created by Wesley Shu, Ph.D. in MIS, University of Arizona
  • 23. New Gatekeeper BusinessNine Sigmas OI Process Integration Services & Intelligence Services
  • 24. Altimeter Group23created by Wesley Shu, Ph.D. in MIS, University of Arizona