Michael Schrage Research 2008-04-24 unearthed treasures dating from Shared Minds through writing on modeling and innovation.
Includes focus on the culture to support collaboration and his network laws listed on his home page. ~ JA

“Michael Schrage points out that just providing tools for co-ordination and communication does not create the climate of trust and co-operation needed for true collaboration. The network is the infrastructure for information sharing, but it only serves that purpose if people are willing to share information. Like the telephone system, it is has no value unless people use it for communication. A network is just machinery, a team based collaborative culture turns the network into a worknet.”
Page 111 in Keene The Process Edge: Creating Value where it Counts
http://books.google.com/books?id=UbtE6uPjI4UC&pg=PA110&lpg=PA110&dq=michael+schrage+worknetting&source=web&ots=QUkiQttHNy&sig=oWEdiIAk5titr4y9BiCC5xO6pbI&hl=en#PPA111,M1

FROM SCHRAGE HOME PAGE

http://ebusiness.mit.edu/schrage/BiosPhotos.html

Concepts
Schrage's Law of Networks: The surest way to add value to a network is to connect it to another network

Schrage's Law of Ideas: There is no idea so good that it's not pushed well past the point of its diminishing returns.

The most important product of 'the network' is 'the networker.' The kinds of networks we want to design depends on what kind of people we want our customers, suppliers and colleagues to be.

UBIQUITY ON INNOVATION
http://www.acm.org/ubiquity/interviews/v5i39_schrage.html

SCHRAGE: Well, as a general rule, organizations that invite me to work with them tend to be smart and open to ideas (because otherwise I wouldn't be invited), and as a result I'm not brought in to evangelize. Rather, I'm brought in because people realize, "Gee, we have to deal with this innovation issue and this is a guy we think will be good for helping us deal with it." So I am probably facing less of a coefficient of friction and resistance than do many consultants. So that's number one. Number two, when I go into an organization and there is resistance, the problem is never a failure of good ideas, it's always — always! — a failure of will.



SERIOUS PLAY Schrage Simulate to Innovate
"We shape our models, and then our models shape
http://hci.stanford.edu/bds/10-Schrage.pdf

Chapter 10
Cultures of Prototyping
Michael Schrage
The great ethnographies of prototyping have yet to be written. However, it is
demonstrably clear that fundamental differences in corporate prototyping
cultures lead to qualitatively and quantitatively different products.
Understanding those fundamental differences is essential for any organization
that wants to transform its new-product development.


Chapter 10 page 2 BRINGING DESIGN TO SOFTWARE: VERSION OF May 8, 2006

The culture of an organization has a strong influence on the quality of the
innovations that the organization can produce. Each enterprise reflects a
community of people with characteristic work and thought patterns that show
up in the results of their activities. If we truly want to understand and influence
how corporate cultures create valuable new products, we need to understand
more fully the role that culture plays in creating new prototypes.