Newton's Cradle, Research and Innovation

Research and innovation have varied complex definitions, and they are not mutually exclusive. Innovation can involve research, and research can lead to innovation. To illustrate how research and innovation work together to build knowledge and solve challenging problems, we will portray research and innovation as two distinct drivers, activities, or balls in Newton’s Cradle.

Let’s begin by briefly defining research and innovation. Most research falls within either a positivist (quantitative studies) or interpretive (qualitative studies) paradigm. Quantitative studies collect and analyze numerical data using statistical methods. Such studies may identify patterns, make predictions, test for causal relationships (or weaker associations) and determine whether findings can be generalized to a larger population.

Qualitative research gathers information with different techniques such as observations, interviews and focus groups. These studies aim to understand phenomena. The goal is to delve deep, gather insights, understand experiences and interpret behaviour of specific organizations, communities or people who share a common life event.

Innovation is described as the generation of ideas and implementation of changes that improve the design or delivery of a product or service. Continuous quality improvement (CQI) is considered “small” innovation. There are several methodologies (e.g. Lean, Plan-Do-Study-Act etc.) to improve processes, remove waste, reduce errors, and bridge gaps. The outcome aims to maximize customer value and efficiency of processes. In summary, “small” innovation focuses on incremental improvements. While it draws upon design thinking (iterations of creative thinking that often follow a non-linear path), changes tend to remain closer to the status quo (i.e. maintaining the current set of processes).

By contrast, “major” innovation begins with a “disruption”. Hence the commonly used terms radical or disruptive innovation. The next distinguishing features are that the disruption results in a paradigm shift in thinking, followed by action. It rigorously applies design thinking to generate more novel ideas and innovative solutions that are associated with significant changes and high impact. Complex corporate, system and societal challenges can only be solved with “major” innovation. Its strength lies in systems thinking, collaboration between diverse networks (people with different knowledge, skills and expertise), across systems and sectors to forge new partnerships and discover innovative opportunities.      

Newton’s cradle demonstrates the laws of conservation of energy (the ability to do work) and the conservation of momentum (the force of objects in motion); these can be applied to research and innovation. There are multiple ways to play with the cradle and each yields a different observation. Using a five-ball cradle, consider the impact when two balls at one end and three balls at the opposite end are simultaneously raised outward, then released. For each iterative motion back-and-forth, the ball in the middle joins the two balls on the outward swing.

Let’s visualize research and innovation as two balls at either end of Newton’s cradle. When innovation is on the outward swing, it assumes the predominant approach. But then it switches to research as the momentum continues. The ball in the middle may appear fickle but it plays a critical role in harnessing energy and forging connections between research and innovation - to maintain momentum, propelling discovery and progress forward.

Research and innovation provide different and complementary approaches to advance progress in science, technology, health care, public and private service and industry sectors. Identifying opportunities to harness linkages between these approaches is important.

Consider these three examples:

1. A continuous quality improvement project may reveal the need to change a standard health care practice and this requires rigorous testing (before implementation) through quantitative research.
2. A qualitative research project that aims to understand the perspectives of homeless people may reveal key insights that drive “major” innovation in municipalities to help solve the housing crisis.
3. A Corporation with expertise and success with continuous quality (process) improvement recognizes that it’s time to align the corporate culture for “major” innovation. Over time, additional savings will diminish, as processes are perfected. Future environmental impacts (e.g. growth in the aging population) may necessitate a service overhaul. And, as new technology arises, a product (e.g. typewriters) or service (e.g. switchboard operator) may become obsolete.

Generative AI is anticipated to replace many traditional human work roles. “Major” innovation is the discovery of novel solutions that transform products or services, coupled with the opportunity to evolve human work roles.

Cinder to Flame helps Corporations maximize cost containment and quality in service delivery through a strategic program that builds a healthy corporate culture to ignite “major” innovation.

All forms of research and innovation - the balls in Newton’s cradle - drive Cinder to Flame’s vision for sustainable, quality living. Every individual, team, and Corporation (public or private service and industry sector) has a role to play in research and innovation. Together, we can solve complex corporate and system challenges, for the well-being of clients and communities.

Cinder to Flame provides services to Municipalities and Government, Health Care and Private Sector Corporations who share the vision for sustainable, quality living.

Navigate to your corporate sector to explore a new opportunity. You have the flexibility to choose among 10 program deliverables: https://www.cindertoflame.ca/services

© Deborah (Ellen) Wildish, Cinder to Flame 2022-Present. All Rights Reserved. #cindertoflame