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Communicating The New: Methods to Shape and Accelerate Innovation by Kim Erwin

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Conclusion

Let's take a step back and take stock of what has been offered here by the numbers:

  • 1 framework for including communication methods in the innovation process
  • 3 kinds of “new” — complex, unfamiliar, still-emerging
  • 4 communication modes—collaborative, experiential, “transfer” (presentation or “delivery”), and pull
  • 20 methods and tactics

Many people whose jobs are staked into creating The New have stopped relying on intuition or numbers and started investing in development processes and methods that can more reliably produce success. These processes and methods are designed to speed the discovery of new ideas, new opportunities, new strategies. But these methods address only half the problem. The other methods—the ones that are years behind in development because we didn't know we needed them—are needed to address the human beings involved in this process.

These methods help us engage others in our work, clarify our own understanding, and frame The New in ways that feel novel but sane, exciting but achievable. These are the methods we need to adopt and advance. And we need to do so quickly, because experience shows that these methods make all the difference in the outcome of our work. All. The. Difference.

FIVE BIG SHIFTS IN THINKING (AND DOING)

1. Believe and invest.

It's a pattern: Seasoned practitioners who regularly and reliably create The New target communication for formal investment. They hire people, build things—they make time. They do so because they see communication ...

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