1. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Innovation Ecosystem for Education Dominique Foray OECD/France Workshop on Human Resources, Education and Innovation Paris, IEA, 7-8 December 2009

2. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Innovation A new or improved instructional practice as a result of advances in technologies and knowledge about learning processes and pedagogy

3. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Innovation

4. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Critical role of pecuniary incentives for innovative activity The « paradox of open source »: role of non pecuniary incentives: intellectual challenge, curiosity, enjoyment, peer recognition, feeeling of achievement Individual motives to perform an activity depends upon the expected, pleasurable consequences (or benefits) and the intensity of preferences for these benefits Extrinsic benefits versus intrinsic benefits Questions/problems: –Extrinsic rewards may crowd out intrinsic motives and so reduce the overall level of effort –Productivity/quality effects of different types of incentives (stimulation of creativity vs. incremental, less risky approach) –Individual’s motives may also affect productivity by driving/inhibiting intermediate behaviors (e.g. information sharing)

5. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI incentives/motives Competition and market Standards and accountability pressure Innovation

6. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Pressure from competition: the market mechanism provides higher payoffs to those firms that are more efficient and whose products are most closely adapted to the wishes of consumers. On some markets, the firm must innovate or die Pressure from increased accountability to engage in systematic continuous improvements in the quality of the educational experience of students and to subject themselves to the discipline of measuring their success by the metric of students’academic performance

7. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Working harder! Changing structures Giving the same instruction in much larger quantities

8. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives to increase performances do not target innovation by teachers in schools\ Most public education systems reward teachers for different orders of conditions, no one which is related to innovative capacity and student performance

9. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure innovation Incentives/motives must be explicitely designed to : -Tell people that the best way to repond to increased pressure is innovation -Minimize crowding out problems -Maximize productivity/quality effects -Avoid inhibiting « efficient » intermediate behaviors Incentives/motives and expectations must be aligned among teachers, administrators and students Internal accountability precedes external accountability

10. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure innovation Capabilities

11. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI The effect of incentives is contingent on the capacity of schools and individuals to receive the message the incentive carries, to translate it into a concrete and effective course of action and to execute the action Capabilities : the 2A

12. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure innovation Attitude Capabilities Access to knowledge Centrality of schools and school systems to provide support and capacity in response to demand for accountability and innovation

13. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure innovation Attitude Capabilities Access to knowledge Epistemic culture Risk management Science, research Communities of practices

14. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Attitude Epistemic culture (research demand side problem) –Practitioners do not necessarily believe that the educational problems they are facing in the course of their professional life can be solved by inquiry, by evidence and by science –Uncertainty about what sort of knowledge is needed for effective teaching (Talis survey) Risks associated with innovation are always an obstacle: risk of failure, wasting time, expenditures, criticism –Innovation and assessment problem

15. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Knowledge Educational science: the hardest science of all –« We do our science under conditions that physical scientists find intolerable » –Still a missing link (or a weakest link): educational engineering Communities of practices –Horizontal networks as a powerful mechanism to produce knowledge and to support people engaged in innovation (non pecuniary incentives) –The ethic of atomized teaching – teachers practicing as individuals with individual styles – is very strong (model of solo practice)

16. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to knowledge Epistemic culture Risk management Science, research Communities of practices GPT

17. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI GPT Horizontal propagation throughout the economy and innovational complementarities between the major inventions and the « co-invention of applications » –The basic inventions generate new opportunities for developing applications in particular sectors. –Reciprocally, application co-invention increases the size of the general technology market and improves the economic return on invention activities relating to it. Dynamic feedback loops: When things evolve favourably, a long-term dynamic develops, consisting of large-scale investments in research and innovation whose social and private marginal rates of return attain high levels Is the education sector becoming a central « user sector » in the dynamics of the GPT?

18. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI I believe that the motion picture is destined to revolutionize our educational system and that in a few years it will supplant largely, if not entirely, the use of textbooks I think the computer will blow up the school. That is the school defined as something where there are classes, teachers running exams, people structured in groups by age, following a curricvulum, all of that. But none of these technologies have had a major impact

19. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users New specialized industry

20. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Educational related technologies growth

21. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Firms with educational technologies

22. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI New firms

23. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users Diffusion/ operational efficiency New specialized industry

24. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users Best practices Diffusion/ operational efficiency New specialized industry

25. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users Best practices Evaluation evidence Diffusion/ operational efficiency New specialized industry

26. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users Best practices Evaluation evidence Diffusion/ operational efficiency Institutions and infrastructure to support research, evaluation and the diffusion of best practices New specialized industry

27. Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation – CEMI Incentives/motives Competition and market Standards and accountability pressure Innovation Attitude Capabilities Access to Knowledge Epistemic culture Risk management Science, research Communities of practices GPT Lead users Best practices Evaluation evidence Diffusion/ operational efficiency Institutions and infrastructure to support research, evaluation and the diffusion of best practices QUESTIONS ? New specialized industry