1. WorldTeam EagleRacing Underlying Dynamics (individual./team/org/network) LingHe EduSynergy NonCollaborativeAgent EagleRacing PitStop Sim WorldTeam CoRe TENTube Expertum EIS BigBrother InnoTube InfluenceMapper Networks Visualization & Navigation Tool Change Collaboration Learning Innovation Simulations/Tools under development at CALT – www.calt.insead.edu EagleRacing Change Cases

2. Organizational Change and Transformation - analysis of best/worst practices in international organizations - cultural and emotional factors in change processes - design and assessment of advanced learning technologies and simulation Collaboration Dynamics in Distributed Teams and Organizational Contexts - analysis of best/worst practices in cross-cultural and other complex collaboration contexts - design and assessment of advanced learning technologies and simulation Innovation - analysis of innovation processes in organizational, inter-organizational and community contexts (open innovation) in domains like New Product Development and alike - design and assessment of innovation systems and supporting technologies Teams and large Group Decision Making and consensus reaching (including predictive market research) Social Networks Analysis and Visualization/Navigation Tools Knowledge Exchange Dynamics in Learning Networks Diffusion Dynamics and Market Studies related to innovative approaches to Management and Organizational Learning Distributed approaches to Competence Development Attention Management Identity-related Issues in the Information Society Crisis Management (a new project proposal is under development) Design and impact of ICT (Information and Communication Technologies) Any form of Game Dynamics to support Management and Organizational Learning (several projects) See related projects and publications in the CALT Site and in its Publication Page.CALT Site Publication Page Overview of Research Areas addressed in current CALT Projects

3. Supporting and stimulating Innovation-centered Knowledge Exchange among distributed groups and communities Key distinguishing Features: Strong Focus on Connecting people to people and people to Innovation- related Knowledge Assets of 3 types: (1) Innovation Concepts -related, (2) Ideas -related, and (3) Innovators –related (see Slide [I2]) Strong Focus on the use of videos to represent and stimulate the sharing and production of Innovation-related Knowledge Assets (see Slide [I2]) Strong Focus on supporting navigation through Social Networks Visualization (see Slide [I3]) Strong Focus on pro-active Connections through agent-based Game-like Dynamics (see Slide [I4] and [I5]) [I1] InnoTube – Key Features

4. [I2] InnoTube

5. [I3] InnoTube

6. [I4] InnoTube

7. [I5] InnoTube

8. Addressing the High Failure Rate of Innovation Initiatives in Organizations - [Slide C2] Organizational Connection Game inspired from successful SmallWorld Simulations [Slide [C3+4]] like EIS or EduChallenge [Slide [C3+4]], used in management schools to develop the competence to diagnose different organizational dynamics and act effectively in them In this game, players operating in small teams are challenged to spread a new set of innovation-related competences in a simulated organization populated by virtual characters displaying different forms of resistance to renew and acquire new relevant, innovation-related competences and behaviors Strong Focus on understanding and experiencing Innovation Diffusion Dynamics (e.g. linear vs epidemic) Strong Focus on understanding and experiencing different forms of Resistance to Innovation Strong Focus on understanding and experiencing the Organizational Factors (culture, incentive systems, etc.) and Implementation Traps ([C5]) leading to the success or failure of innovation projects [C1] CoRe – A SmallWorld Simulation addressing Resistance to Innovation In Organizational Contexts

9. [C2] CoRe – A SmallWorld Simulation addressing Resistance to Innovation In Organizational Contexts Degree of Objectives Achievement Time Pattern “B” No Take-Off Breakdown Innovation Projects are unfortunately not always successful. Instead of successful Patterns (“A”) we often end up with unsuccessful ones (“B”, “C”, or “D”) Degree of Objectives Achievement Time Degree of Objectives Achievement Time Degree of Objectives Achievement Time Pattern “C” Crash Landing Breakdown Pattern “D” Hijacking Breakdown Pattern “A” Successful Pattern

10. [C3] CoRe – A SmallWorld Simulation addressing Resistance to Innovation In Organizational Contexts

11. [C4] CoRe – A SmallWorld Simulation addressing Resistance to Innovation In Organizational Contexts

12. Change & Innovation Implementation Traps Change Process Traps (1) Optimism Trap (2) Illusion of Control Trap (3) Naivety Trap (4) Push Through Trap (5) History Blindness Trap (6) Solution- vs People-orientation Trap (7) Single Perspective Trap (8) Backfiring Trap (9) Quick Win Trap (10) Context Sensitivity Trap (11) Individual Progress Blindness Trap (12) Change Project Progress Blindness Trap Strategy & Resistance Traps (1) Blind Flight Trap (2) Visibility & Assessment Trap (3) Single-Loop vs Double-Loop Trap (4) Rigid Assumptions Trap (5) Outcome vs Learning Trap (6) Lack of Differentiation Trap (7) Distributive Justice Trap Change Tactics Traps (1) Selection Traps (2) Narrow Focus Trap (3) No Follow-up Trap (4) Target Blindness Trap (5) Shooting in the Dark Trap (6) Stakeholders Blindness Trap (7) Give Up Trap (8) Network Naivety Trap (9) Get it Done Quickly Trap [C5] CoRe – Reflection Points