For those of us trying to understand the nature of innovation, the role of the scientist or engineer presents a conundrum. Such individuals are often sources of innovation in both products and processes, yet routine science and engineering is typically carried out in an environment that stresses structure, order, and adherence to prescribed methods–exactly the wrong setting for successful innovation.
To help explain the diminishing role of science and the burgeoning role of individuals in innovation, Carol J. Steiner presents a philosophy of innovation. Suggesting that unconventional individuals, rather than conventional science or engineering, are central to innovation success, this philosophy of innovation is derived from a philosophy of human nature formulated by Martin Heidegger. Heidegger identified three elements of human nature: (1) it is human nature to be practically involved in a complex world rather than rationally involved with a conceptually simplified world; (2) it is human nature to be authentic (i.e., unconventional, uncommitted to one's paradigm) at least some of the time; and (3) it is human nature to be cooperative. In other words, the methods and organizational structures that characterize “good” science are in direct conflict with human nature. By examining things in isolation from their natural linkages, the scientist misses the holistic view–the big picture–necessary for successful innovation.
Central to this philosophy of innovation is individuality understood as authenticity. The term authenticity refers to both an unconventional (i.e., unscientific) approach to the world and an openness to alternative viewpoints. This openness is the basis for cooperative rather than competitive interaction. The fundamental themes of this philosophy of innovation are the importance of individual experience, the importance of unconventional (free) interpretations, and the importance of respect for individual uniqueness. The magic moments of innovation arise when scientists or engineers assert their individuality, break free from the structured thinking of their traditional methods, and synthesize novel interpretations that move their projects in new directions.
This philosophy of innovation is not presented as a means for determining why innovation succeeds or fails. Instead, it provides a framework for assessing organizational or personal approaches to innovation. In other words, it gives managers a means for understanding and interpreting the human elements of particular innovation projects.
