Simulations/Tools under development at CALT –
www.calt.insead.edu
NonCollaborativeAgent
EagleRacing
EagleRacing
Change
Cases
EduSynergy
LingHe
EagleRacing
EagleRacing
EagleRacing
InfluenceMapper
EIS
PitStop Sim
Collaboration
BigBrother
Change
Learning
WorldTeam
WorldTeam
WorldTeam
Innovation
CoRe
Expertum
TENTube
InnoTube
Networks
Visualization &
Navigation Tool
Underlying Dynamics
(individual./team/org/network)
Overview of Research Areas addressed in current CALT
Projects
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Organizational Change and Transformation
- analysis of best/worst practices in international organizations
- cultural and emotional factors in change processes
- design and assessment of advanced learning technologies and simulation
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Collaboration Dynamics in Distributed Teams and Organizational Contexts
- analysis of best/worst practices in cross-cultural and other complex collaboration contexts
- design and assessment of advanced learning technologies and simulation
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Innovation
- analysis of innovation processes in organizational, inter-organizational and community contexts (open
innovation) in domains like New Product Development and alike
- design and assessment of innovation systems and supporting technologies
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Teams and large Group Decision Making and consensus reaching (including predictive
market research)
Social Networks Analysis and Visualization/Navigation Tools
Knowledge Exchange Dynamics in Learning Networks
Diffusion Dynamics and Market Studies related to innovative approaches to
Management and Organizational Learning
Distributed approaches to Competence Development
Attention Management
Identity-related Issues in the Information Society
Crisis Management (a new project proposal is under development)
Design and impact of ICT (Information and Communication Technologies)
Any form of Game Dynamics to support Management and Organizational Learning
(several projects)
See related projects and publications in the CALT Site and in its Publication Page.
[I1] InnoTube – Key Features
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Supporting and stimulating Innovation-centered Knowledge Exchange
among distributed groups and communities
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Key distinguishing Features:
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Strong Focus on Connecting people to people and people to Innovationrelated Knowledge Assets of 3 types: (1) Innovation Concepts -related,
(2) Ideas -related, and (3) Innovators –related (see Slide [I2])
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Strong Focus on the use of videos to represent and stimulate the sharing
and production of Innovation-related Knowledge Assets (see Slide [I2])
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Strong Focus on supporting navigation through Social Networks
Visualization (see Slide [I3])
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Strong Focus on pro-active Connections through agent-based Game-like
Dynamics (see Slide [I4] and [I5])
[I2] InnoTube
[I3] InnoTube
[I4] InnoTube
[I5] InnoTube
[C1] CoRe – A SmallWorld Simulation addressing
Resistance to Innovation In Organizational Contexts
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Addressing the High Failure Rate of Innovation Initiatives in Organizations [Slide C2]
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Organizational Connection Game inspired from successful SmallWorld
Simulations [Slide [C3+4]] like EIS or EduChallenge [Slide [C3+4]], used in
management schools to develop the competence to diagnose different
organizational dynamics and act effectively in them
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In this game, players operating in small teams are challenged to spread a new
set of innovation-related competences in a simulated organization populated
by virtual characters displaying different forms of resistance to renew and
acquire new relevant, innovation-related competences and behaviors
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Strong Focus on understanding and experiencing Innovation Diffusion
Dynamics (e.g. linear vs epidemic)
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Strong Focus on understanding and experiencing different forms of
Resistance to Innovation
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Strong Focus on understanding and experiencing the Organizational
Factors (culture, incentive systems, etc.) and Implementation Traps
([C5]) leading to the success or failure of innovation projects
[C2] CoRe – A SmallWorld Simulation addressing
Resistance to Innovation In Organizational Contexts
Innovation Projects are unfortunately not always successful.
Instead of successful Patterns (“A”) we often end up with unsuccessful ones (“B”, “C”, or “D”)
Degree of
Objectives Achievement
Pattern “B”
No Take-Off Breakdown
Time
Degree of
Objectives Achievement
Degree of
Objectives Achievement
Pattern “C”
Crash Landing Breakdown
Time
Pattern “A”
Successful Pattern
Time
Degree of
Objectives Achievement
Pattern “D”
Hijacking Breakdown
Time
[C3] CoRe – A SmallWorld Simulation addressing
Resistance to Innovation In Organizational Contexts
[C4] CoRe – A SmallWorld Simulation addressing
Resistance to Innovation In Organizational Contexts
[C5] CoRe – Reflection Points
Change & Innovation Implementation Traps
Change Process Traps
Change Tactics Traps
(1) Optimism Trap
(1) Selection Traps
(2) Illusion of Control Trap
(2) Narrow Focus Trap
(3) Naivety Trap
(3) No Follow-up Trap
(4) Push Through Trap
(4) Target Blindness Trap
(5) History Blindness Trap
(5) Shooting in the Dark Trap
(6) Solution- vs People-orientation Trap (6) Stakeholders Blindness Trap
(7) Single Perspective Trap
(7) Give Up Trap
(8) Backfiring Trap
(8) Network Naivety Trap
(9) Quick Win Trap
(9) Get it Done Quickly Trap
(10) Context Sensitivity Trap
(11) Individual Progress Blindness Trap
(12) Change Project Progress Blindness Trap
Strategy & Resistance Traps
(1) Blind Flight Trap
(2) Visibility & Assessment Trap
(3) Single-Loop vs Double-Loop Trap
(4) Rigid Assumptions Trap
(5) Outcome vs Learning Trap
(6) Lack of Differentiation Trap
(7) Distributive Justice Trap