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Wednesday, May 8, 2019

Theory of mind in animals

From Wikipedia, the free encyclopedia

Theory of mind in animals is the ability of nonhuman animals to attribute mental states to themselves and others
 
Theory of mind in animals is an extension to non-human animals of the philosophical and psychological concept of theory of mind (ToM), sometimes known as mentalisation or mind-reading. It involves an inquiry into whether animals have the ability to attribute mental states (such as intention, desires, pretending, knowledge) to themselves and others, including recognition that others have mental states that are different from their own. To investigate this issue experimentally, researchers place animals in situations where their resulting behavior can be interpreted as supporting ToM or not. 

The existence of theory of mind in animals is controversial. On the one hand, one hypothesis proposes that some animals have complex cognitive processes which allow them to attribute mental states to other individuals, sometimes called "mind-reading". A second, more parsimonious, hypothesis proposes that animals lack these skills and that they depend instead on more simple learning processes such as associative learning; or in other words, they are simply behaviour-reading. 

Several studies have been designed specifically to test whether animals possess theory of mind by using interspecific or intraspecific communication. Several taxa have been tested including primates, birds and canines. Positive results have been found; however, these are often qualified as showing only low-grade ToM, or rejected as not convincing by other researchers.

History and development

Much of the early work on ToM in animals focused on the understanding chimpanzees have of human knowledge
 
The term "theory of mind" was originally proposed by Premack and Woodruff in 1978. Early studies focused almost entirely on studying if chimpanzees could understand the knowledge of humans. This approach turned out not to be particularly fruitful and 20 years later, Heyes, reviewing all the extant data, observed that there had been "no substantial progress" in the subject area.

A 2000 paper approached the issue differently by examining competitive foraging behaviour between primates of the same species (conspecifics). This led to the rather limited conclusion that "chimpanzees know what conspecifics do and do not see". Next, brain activity in higher primates was studied and as a result, a 2003 study of the human brain suggested that the a functioning ToM system activated three major nodes, the medial prefrontal, superior temporal sulcus, and inferior frontal: the medial prefrontal node handles the mental state of the self, that the superior temporal sulcus detects the behaviour of other animals and analyzes the goals and outcomes of this behaviour, and the inferior frontal region maintains representations of actions and goals.

In 2007, Penn and Povinelli wrote "there is still little consensus on whether or not nonhuman animals understand anything about unobservable mental states or even what it would mean for a non-verbal animal to understand the concept of a 'mental state'." They went on further to suggest that ToM was "any cognitive system, whether theory-like or not, that predicts or explains the behaviour of another agent by postulating that unobservable inner states particular to the cognitive perspective of that agent causally modulate that agent's behaviour".

In 2010, an article in Scientific American acknowledged that dogs are considerably better at using social direction cues (e.g. pointing by humans) than are chimpanzees. In the same year, Towner wrote, "the issue may have evolved beyond whether or not there is theory of mind in non-human primates to a more sophisticated appreciation that the concept of mind has many facets and some of these may exist in non-human primates while others may not." Horowitz, working with dogs, agreed with this and suggested that her recent results and previous findings called for the introduction of an intermediate stage of ability, a rudimentary theory of mind, to describe animals' performance.

In 2013, Whiten reviewed the literature and concluded that regarding the question "Are chimpanzees truly mentalists, like we are?", he stated he could not offer an affirmative or negative answer. A similarly equivocal view was stated in 2014 by Brauer, who suggested that many previous experiments on ToM could be explained by the animals possessing other abilities. They went on further to make reference to several authors who suggest it is pointless to ask a "yes or no" question, rather, it makes more sense to ask which psychological states animals understand and to what extent. At the same time, it was suggested that a "minimal theory of mind" may be "what enables those with limited cognitive resources or little conceptual sophistication, such as infants, chimpanzees, scrub-jays and human adults under load, to track others' perceptions, knowledge states and beliefs."

In 2015, Cecilia Heyes, Professor of Psychology at the University of Oxford, wrote about research on ToM, "Since that time [2000], many enthusiasts have become sceptics, empirical methods have become more limited, and it is no longer clear what research on animal mindreading is trying to find" and "However, after some 35 years of research on mindreading in animals, there is still nothing resembling a consensus about whether any animal can ascribe any mental state" (Heyes' emphasis). Heyes further suggested that "In combination with the use of inanimate control stimuli, species that are unlikely to be capable of mindreading, and the 'goggles method' [see below], these approaches could restore both vigour and rigour to research on animal mindreading."

Methods

Specific categories of behaviour are sometimes used as evidence of animal ToM, including imitation, self-recognition, social relationships, deception, role-taking (empathy), perspective-taking, teaching and co-operation, however, this approach has been criticised. Some researchers focus on animals' understanding of intention, gaze, perspective, or knowledge, i.e. what another being has seen. Several experimental methods have been developed which are widely used or suggested as appropriate tests for nonhuman animals possessing ToM. Some studies look at communication between individuals of the same species (intraspecific) whereas others investigate behaviour between individuals of different species (interspecific).

Knower-Guesser

The Knower-Guesser method has been used in many studies relating to animal ToM. Animals are tested in a two-stage procedure. At the beginning of each trial in the first discrimination training stage, an animal is in a room with two humans. One human, designated the "Guesser," leaves the room, and the other, the "Knower," baits one of several containers. The containers are screened so that the animal can see who does the baiting, but not where the food has been placed. After baiting, the Guesser returns to the room, the screen is removed, and each human points directly at a container. The Knower points at the baited container, and the Guesser at one of the other three, chosen at random. The animal is allowed to search one container and to keep the food if it is found.

Competitive feeding paradigm

The competitive feeding paradigm approach is considered by some as evidence that animals have some understanding of the relationship between "seeing" and "knowing".

At the beginning of each trial in the paradigm, a subordinate animal (the individual thought to be doing the mind-reading) and a dominant animal are kept on opposite sides of a test arena which contains two visual barriers. In all trials, a researcher enters the enclosure and places food on the subordinate's side of one of the visual barriers (one baiting event), and in some trials the researcher re-enters the enclosure several seconds later and moves the food to the subordinate's side of the other visual barrier (second baiting event). The door to the subordinate's cage is open during any baiting by the researcher. The conditions vary according to whether the dominant's door is open or closed during the baiting events, and therefore whether the subordinate individual can see the dominant. After baiting, both of the animals are released into the test arena, with the subordinate being released several seconds before the dominant. If the animals possess ToM, it is expected that subordinates are more likely to gain the food, and more likely to approach the food under several circumstances: (1) When the dominant's door is closed during trials with a single baiting event; (2) when the dominant's door is open during a first baiting event but closed during a second; (3) in single baiting event trials with the dominant's door open, subordinates are more likely to get the food when they compete at the end of the trial with a dominant individual who did not see the baiting.

Goggles Method

In one suggested protocol, chimpanzees are given first-hand experience of wearing two mirrored visors. One of the visors is transparent whereas the other is not. The visors themselves are of markedly different colours or shapes. During the subsequent test session, the chimpanzees are given the opportunity to use their species-typical begging behaviour to request food from one of the two humans, one wearing the transparent visor and the other wearing the opaque. If chimpanzees possess ToM, it would be expected they would beg more often from the human wearing the transparent visor.

False Belief Test

A method used to test ToM in human children has been adapted for testing non-human animals. The basis of the test is to track the gaze of the animal. One human hides an object in view of a second human who then leaves the room. The object is then removed. The second human returns whereupon they will mistakenly look for the object where they last saw it. If the animal stares first and longest at the location where the human last saw the object, this suggests they expect him to believe it is still hidden in that place.

In nonhuman primates

Many ToM studies have used nonhuman primates (NHPs). One study that examined the understanding of intention in orangutans (Pongo pygmaeus), chimpanzees (Pan troglodytes) and children showed that all three species understood the difference between accidental and intentional acts.

Chimpanzees

There is controversy over the interpretation of evidence purporting to show ToM in chimpanzees.

William Field and Sue Savage-Rumbaugh have no doubt that bonobos have evolved ToM and cite their communications with a captive bonobo (Pan paniscus), Kanzi, as evidence.

However, empirical studies show that chimpanzees are unable to follow a human's gaze, and are unable to use other human-eye information. Attempts to use the "Goggles Method" (see above) on highly human-enculturated chimpanzees failed to demonstrate they possess ToM.

In contrast, chimpanzees use the gaze of other chimpanzees to gain information about whether food is accessible. Subordinate chimpanzees are able to use the knowledge state of dominant chimpanzees to determine which container has hidden food.

If chimpanzees can see two opaque boards on a table and are expecting to find food, they do not choose a board lying flat because if food was under there, it would not be lying flat. Rather, they choose a slanted board, presumably inferring that food underneath is causing the slant. Chimpanzees appear able to know that other chimpanzees in the same situation make a similar inference. In a foraging game, when their competitor had chosen before them, chimpanzees avoided the slanted board on the assumption that the competitor had already chosen it. In a similar study, chimps were provided with a preference box with two compartments, one containing a picture of food, the other containing a picture of nothing (the pictures had no causal relation to the contents). In a foraging competition game, chimpanzees avoided the chamber with the picture of food when their competitor had chosen one of the chambers before them. The authors suggested this was presumably on the assumption that the competitor shared their own preference for it and had already chosen it.

One study tested another sensory mode of ToM. In a food competition, a human sat inside a booth with one piece of food to their left and one to their right. The food could be withdrawn from the competing chimpanzee's reach when necessary. In the first experiment, the chimpanzee could approach either side of the booth unseen by the human, but then had to reach through either a transparent or opaque tube to get the food. In a second experiment, both were transparent and the human was looking away, but one of the tubes made a loud rattle when it was opened. Chimpanzees reached through the opaque tube in the first experiment and the silent tube in the second. The chimpanzees successfully concealed their food-stealing from their human competitor in both cases.

Chimpanzees have passed the False Belief Test (see above) involving anticipating the gaze of humans when objects have been removed.

Other primates

Rhesus macaques selectively steal grapes from humans who are incapable of seeing the grape compared to humans who can see the grape.
 
In one approach testing monkeys, rhesus macaques (Macaca mulatta) are able to "steal" a contested grape from one of two human competitors. In six experiments, the macaques selectively stole the grape from a human who was incapable of seeing the grape, rather than from the human who was visually aware. The authors suggest that rhesus macaques possess an essential component of ToM: the ability to deduce what others perceive on the basis of where they are looking. Similarly, free ranging rhesus macaques preferentially choose to steal food items from locations where they can be less easily observed by humans, or where they will make less noise.

A comparative psychology approach tested six species of captive NHPs (three species of great apes: orangutans, gorillas, chimpanzees, and three species of old-world monkeys: lion-tailed macaques (Macaca silenus), rhesus macaques and collared mangabeys (Cercocebus torquatus)) in a "hide and seek" game in which the NHPs played against a human opponent. In each trial, the NHP has to infer where food has been hidden (either in their right or left hand) by the human opponent. In general, the NHPs failed the test (whereas humans did not), but surprisingly, performances between the NHP species did not reveal any inter-species differences. The authors also reported that at least one individual of each of the species showed (weak) evidence of ToM.

In a multi-species study, it was shown that chimpanzees, bonobos and orangutans passed the False Belief Test (see above).

In 2009, a summary of the ToM research, particularly emphasising an extensive comparison of humans, chimpanzees and orang-utans, concluded that great apes do not exhibit understanding of human referential intentions expressed in communicative gestures, such as pointing.

In birds

Parrots

Grey parrots (Psittacus erithacus) have demonstrated high levels of intelligence. Irene Pepperberg did experiments with these and her most accomplished parrot, Alex, demonstrated behaviour which seemed to manipulate the trainer, possibly indicating theory of mind.

Ravens

Ravens adjust their caching behaviour according to whether they have been watched and who was watching them.
 
Ravens are members of the corvidae family and are widely regarded as having complex cognitive abilities.

Food-storing ravens cache (hoard) their food and pilfer (steal) from other ravens' caches. They protect their caches from being pilfered by conspecifics using aggression, dominance and re-caching. Potential pilferers rarely approach caches until the storing birds have left the cache vicinity. When storers are experimentally prevented from leaving the vicinity of the cache, pilferers first search at places other than the cache sites. When ravens (Corvus corax) witness a conspecific making caches, to pilfer those caches they (1) delay approaching the cache only when in the presence of the storer, and (2) quickly engage in searching away from the caches when together with dominant storers. These behaviours raise the possibility that ravens are capable of withholding their intentions, and also providing false information to avoid provoking the storer's aggression to protect its cache. Ravens adjust their pilfering behaviour according to when the storers are likely to defend the caches. This supports the suggestion that they are deceptively manipulating the other's behaviour. Other studies indicate that ravens recall who was watching them during caching, but also know the effects of visual barriers on what competitors can and can not see, and how this affects their pilfering.

Ravens have been tested for their understanding of "seeing" as a mental state in other ravens. It appears they take into account the visual access of other ravens, even when they cannot see the other raven.

In one study, ravens were tested in two rooms separated by a wooden wall. The wall had two functional windows that could be closed with covers; each cover had a peephole drilled into it. In the next familiarization step, the ravens are trained to use a peephole to observe and pilfer human-made caches in the adjacent room. Under test conditions, there was no other raven present in the adjacent room, however, a hidden loudspeaker played a series of sounds recorded from a competitor raven. The storing raven generalized from their own experience when using the peephole to pilfer the human-made caches and predicted that the audible (raven) competitors could potentially see their caches through the peep-hole and took appropriate action, i.e. the storing ravens finished their caches more quickly and they returned to improve their caches less often. The researchers pointed out that this represented "seeing" in a way that cannot be reduced to the tracking of gaze cues – a criticism leveled at many other studies of ToM. The researchers further suggested that their findings could be considered in terms of the "minimal" (as opposed to "full-blown") ToM recently suggested.

Using the Knower-Guesser approach, ravens observing a human hiding food are capable of predicting the behaviour of bystander ravens that had been visible at both, none or just one of two baiting events. The visual field of the competitors was manipulated independently of the view of the test-raven. The findings indicate that ravens not only remember whom they have seen at caching but they also take into account that the other raven's view was blocked.

Scrub jays

Western scrub jays may show evidence of possessing theory of mind
 
Scrub jays are also corvids. Western scrub jays (Aphelocoma californica) both cache food and pilfer other scrub jays' caches. They use a range of tactics to minimise the possibility that their own caches will be pilfered. One of these tactics is to remember which individual scrub jay watched them during particular caching events and adjust their re-caching behaviour accordingly. One study with particularly interesting results found that only scrub jays which had themselves pilfered would re-cache when they had been observed making the initial cache. This has been interpreted as the re-caching bird projecting its own experiences of pilfering intent onto those of another potential pilferer, and taking appropriate action. Another tactic used by scrub jays is if they are observed caching, they re-cache their food when they are subsequently in private. In a computer modeling study using "virtual birds", it was suggested that re-caching is not motivated by a deliberate effort to protect specific caches from pilfering, but by a general motivation to simply cache more. This motivation is brought on by stress, which is affected by the presence and dominance of onlookers, and by unsuccessful recovery attempts.

In dogs

Dogs can use the pointing behaviour of humans to determine the location of food.
 
Domestic dogs (Canis familiaris) show an impressive ability to use the behaviour of humans to find food and toys using behaviours such as pointing and gazing. The performance of dogs in these studies is superior to that of NHPs, however, some have stated categorically that dogs do not possess a human-like ToM.

The Guesser-Knower approach has been used with ToM studies in dogs. In one study, each of two toys was placed on the dog's side of two barriers, one opaque and one transparent. In experimental conditions, a human sat on the opposite side of the barriers, such that they could see only the toy behind the transparent barrier. The human then told the dog to 'Fetch' without indicating either toy in any way. In a control, the human sat on the opposite side but with their back turned so that they could see neither toy. In a second control, the human sat on the same side as the dog such that they could see both toys. When the toys were differentiable, dogs approached the toy behind the transparent barrier in experimental as compared to "back-turned" and "same-side" condition. Dogs did not differentiate between the two control conditions. The authors suggested that, even in the absence of overt behavioural cues, dogs are sensitive to others' visual access, even if that differs from their own. Similarly, dogs preferentially use the behaviour of the human Knower to indicate the location of food. This is unrelated to the sex or age of the dog. In another study, 14 of 15 dogs preferred the location indicated by the Knower on the first trial, whereas chimpanzees require approximately 100 trials to reliably exhibit the preference.

Human infants (10 months old) continue to search for hidden objects at their initial hiding place, even after observing them being hidden at another location. This perseverance of searching errors is at least partly contributed to by behavioural cues from the experimenter. Domestic dogs also commit more search errors in communicative trials than in non-communicative or non-social hiding trials. However, human-encultured wolves (Canis lupus) do not show this context-dependent perseverance in searching. This common sensitivity to human communication behaviour may arise from convergent evolution.

Dogs which have been forbidden to take food are more likely to steal the food if a human observer has their back turned or eyes closed than when the human is looking at them. Dogs are also more likely to beg for food from an observer whose eyes are visible compared to an observer whose eyes are covered by a blindfold.

In a study of the way that dogs interact, play signals were sent almost exclusively to forward-facing partners. In contrast, attention-getting behaviors were used most often when the other dog was facing away, and before signaling an interest to play. Furthermore, the type of attention-getting behaviour matched the inattentiveness of the playmate. Stronger attention-getting behaviours were used when a playmate was looking away or distracted, less forceful ones when the partner was facing forward or laterally,

In pigs

An experiment at the University of Bristol found that one out of ten pigs was possibly able to understand what other pigs can see. That pig observed another pig which had view of a maze in which food was being hidden, and trailed that pig through the maze to the food. The other pigs involved in the experiment did not.

In goats

A 2006 study found that goats exhibited intricate social behaviours indicative of high-level cognitive processes, particularly in competitive situations. The study included an experiment in which a subordinate animal was allowed to choose between food that a dominant animal could also see and food that it could not; those who were subject to aggressive behaviour selected the food that the dominant animal could not see, suggesting that they are able to perceive a threat based on being within the dominant animal's view – in other words, visual perspective taking.

Innovation

From Wikipedia, the free encyclopedia

Innovation in its modern meaning is a "new idea, creative thoughts, new imaginations in form of device or method". Innovation is often also viewed as the application of better solutions that meet new requirements, unarticulated needs, or existing market needs. Such innovation takes place through the provision of more-effective products, processes, services, technologies, or business models that are made available to markets, governments and society. An innovation is something original and more effective and, as a consequence, new, that "breaks into" the market or society. Innovation is related to, but not the same as, invention, as innovation is more apt to involve the practical implementation of an invention (i.e. new/improved ability) to make a meaningful impact in the market or society, and not all innovations require an invention. Innovation often manifests itself via the engineering process, when the problem being solved is of a technical or scientific nature. The opposite of innovation is exnovation.
 
While a novel device is often described as an innovation, in economics, management science, and other fields of practice and analysis, innovation is generally considered to be the result of a process that brings together various novel ideas in such a way that they affect society. In industrial economics, innovations are created and found empirically from services to meet growing consumer demand.

Innovation also has an older historical meaning which is quite different. From the 1400s through the 1600s, prior to early American settlement, the concept of "innovation" was pejorative. It was an early modern synonym for rebellion, revolt and heresy.

Definition

A 2014 survey of literature on innovation found over 40 definitions. In an industrial survey of how the software industry defined innovation, the following definition given by Crossan and Apaydin was considered to be the most complete, which builds on the Organisation for Economic Co-operation and Development (OECD) manual's definition:
Innovation is production or adoption, assimilation, and exploitation of a value-added novelty in economic and social spheres; renewal and enlargement of products, services, and markets; development of new methods of production; and the establishment of new management systems. It is both a process and an outcome.
According to Kanter innovation includes original invention and creative use and defines innovation as a generation, admission and realization of new ideas, products, services and processes.

Two main dimensions of innovation were degree of novelty (patent) (i.e. whether an innovation is new to the firm, new to the market, new to the industry, or new to the world) and kind of innovation (i.e. whether it is processor product-service system innovation). In recent organizational scholarship, researchers of workplaces have also distinguished innovation to be separate from creativity, by providing an updated definition of these two related but distinct constructs:
Workplace creativity concerns the cognitive and behavioral processes applied when attempting to generate novel ideas. Workplace innovation concerns the processes applied when attempting to implement new ideas. Specifically, innovation involves some combination of problem/opportunity identification, the introduction, adoption or modification of new ideas germane to organizational needs, the promotion of these ideas, and the practical implementation of these ideas.

Inter-disciplinary views

Business and economics

In business and in economics, innovation can become a catalyst for growth. With rapid advancements in transportation and communications over the past few decades, the old-world concepts of factor endowments and comparative advantage which focused on an area's unique inputs are outmoded for today's global economy. Economist Joseph Schumpeter (1883–1950), who contributed greatly to the study of innovation economics, argued that industries must incessantly revolutionize the economic structure from within, that is innovate with better or more effective processes and products, as well as market distribution, such as the connection from the craft shop to factory. He famously asserted that "creative destruction is the essential fact about capitalism". Entrepreneurs continuously look for better ways to satisfy their consumer base with improved quality, durability, service and price which come to fruition in innovation with advanced technologies and organizational strategies.

A prime example of innovation involved the explosive boom of Silicon Valley startups out of the Stanford Industrial Park. In 1957, dissatisfied employees of Shockley Semiconductor, the company of Nobel laureate and co-inventor of the transistor William Shockley, left to form an independent firm, Fairchild Semiconductor. After several years, Fairchild developed into a formidable presence in the sector. Eventually, these founders left to start their own companies based on their own, unique, latest ideas, and then leading employees started their own firms. Over the next 20 years, this snowball process launched the momentous startup-company explosion of information-technology firms. Essentially, Silicon Valley began as 65 new enterprises born out of Shockley's eight former employees. Since then, hubs of innovation have sprung up globally with similar metonyms, including Silicon Alley encompassing New York City

Another example involves business incubators – a phenomenon nurtured by governments around the world, close to knowledge clusters (mostly research-based) like universities or other Government Excellence Centres – which aim primarily to channel generated knowledge to applied innovation outcomes in order to stimulate regional or national economic growth.

Organizations

In the organizational context, innovation may be linked to positive changes in efficiency, productivity, quality, competitiveness, and market share. However, recent research findings highlight the complementary role of organizational culture in enabling organizations to translate innovative activity into tangible performance improvements. Organizations can also improve profits and performance by providing work groups opportunities and resources to innovate, in addition to employee's core job tasks. Peter Drucker wrote:
Innovation is the specific function of entrepreneurship, whether in an existing business, a public service institution, or a new venture started by a lone individual in the family kitchen. It is the means by which the entrepreneur either creates new wealth-producing resources or endows existing resources with enhanced potential for creating wealth. –Drucker
According to Clayton Christensen, disruptive innovation is the key to future success in business. The organisation requires a proper structure in order to retain competitive advantage. It is necessary to create and nurture an environment of innovation. Executives and managers need to break away from traditional ways of thinking and use change to their advantage. It is a time of risk but even greater opportunity. The world of work is changing with the increase in the use of technology and both companies and businesses are becoming increasingly competitive. Companies will have to downsize and re-engineer their operations to remain competitive. This will affect employment as businesses will be forced to reduce the number of people employed while accomplishing the same amount of work if not more.

While disruptive innovation will typically "attack a traditional business model with a lower-cost solution and overtake incumbent firms quickly," foundational innovation is slower, and typically has the potential to create new foundations for global technology systems over the longer term. Foundational innovation tends to transform business operating models as entirely new business models emerge over many years, with gradual and steady adoption of the innovation leading to waves of technological and institutional change that gain momentum more slowly. The advent of the packet-switched communication protocol TCP/IP—originally introduced in 1972 to support a single use case for United States Department of Defense electronic communication (email), and which gained widespread adoption only in the mid-1990s with the advent of the World Wide Web—is a foundational technology.

All organizations can innovate, including for example hospitals, universities, and local governments. For instance, former Mayor Martin O’Malley pushed the City of Baltimore to use CitiStat, a performance-measurement data and management system that allows city officials to maintain statistics on several areas from crime trends to the conditions of potholes. This system aids in better evaluation of policies and procedures with accountability and efficiency in terms of time and money. In its first year, CitiStat saved the city $13.2 million. Even mass transit systems have innovated with hybrid bus fleets to real-time tracking at bus stands. In addition, the growing use of mobile data terminals in vehicles, that serve as communication hubs between vehicles and a control center, automatically send data on location, passenger counts, engine performance, mileage and other information. This tool helps to deliver and manage transportation systems.

Still other innovative strategies include hospitals digitizing medical information in electronic medical records. For example, the U.S. Department of Housing and Urban Development's HOPE VI initiatives turned severely distressed public housing in urban areas into revitalized, mixed-income environments; the Harlem Children’s Zone used a community-based approach to educate local area children; and the Environmental Protection Agency's brownfield grants facilitates turning over brownfields for environmental protection, green spaces, community and commercial development

Hasmath et al. have found that within local government organizations in China, the appetite to innovate may be linked to specific character types. They identify three distinct character types within the Chinese local government: authoritarian bureaucratic, a primarily older male cadre who are most likely to follow central government command; a consultative governance types that is most open to collaborating with NGOs and outside of government, and; an entrepreneurial type that is both less risk averse and demonstrates high personal efficacy.

Sources

There are several sources of innovation. It can occur as a result of a focus effort by a range of different agents, by chance, or as a result of a major system failure. 

According to Peter F. Drucker, the general sources of innovations are different changes in industry structure, in market structure, in local and global demographics, in human perception, mood and meaning, in the amount of already available scientific knowledge, etc.

Original model of three phases of the process of Technological Change
 
In the simplest linear model of innovation the traditionally recognized source is manufacturer innovation. This is where an agent (person or business) innovates in order to sell the innovation. Specifically, R&D measurement is the commonly used input for innovation, in particular in the business sector, named Business Expenditure on R&D (BERD) that grew over the years on the expenses of the declining R&D invested by the public sector.

Another source of innovation, only now becoming widely recognized, is end-user innovation. This is where an agent (person or company) develops an innovation for their own (personal or in-house) use because existing products do not meet their needs. MIT economist Eric von Hippel has identified end-user innovation as, by far, the most important and critical in his classic book on the subject, The Sources of Innovation.

The robotics engineer Joseph F. Engelberger asserts that innovations require only three things:
  1. A recognized need,
  2. Competent people with relevant technology, and
  3. Financial support.
However, innovation processes usually involve: identifying customer needs, macro and meso trends, developing competences, and finding financial support. 

The Kline chain-linked model of innovation places emphasis on potential market needs as drivers of the innovation process, and describes the complex and often iterative feedback loops between marketing, design, manufacturing, and R&D.

Innovation by businesses is achieved in many ways, with much attention now given to formal research and development (R&D) for "breakthrough innovations". R&D help spur on patents and other scientific innovations that leads to productive growth in such areas as industry, medicine, engineering, and government. Yet, innovations can be developed by less formal on-the-job modifications of practice, through exchange and combination of professional experience and by many other routes. Investigation of relationship between the concepts of innovation and technology transfer revealed overlap. The more radical and revolutionary innovations tend to emerge from R&D, while more incremental innovations may emerge from practice – but there are many exceptions to each of these trends.

Information technology and changing business processes and management style can produce a work climate favorable to innovation. For example, the software tool company Atlassian conducts quarterly "ShipIt Days" in which employees may work on anything related to the company's products. Google employees work on self-directed projects for 20% of their time (known as Innovation Time Off). Both companies cite these bottom-up processes as major sources for new products and features. 

An important innovation factor includes customers buying products or using services. As a result, firms may incorporate users in focus groups (user centred approach), work closely with so called lead users (lead user approach) or users might adapt their products themselves. The lead user method focuses on idea generation based on leading users to develop breakthrough innovations. U-STIR, a project to innovate Europe’s surface transportation system, employs such workshops. Regarding this user innovation, a great deal of innovation is done by those actually implementing and using technologies and products as part of their normal activities. Sometimes user-innovators may become entrepreneurs, selling their product, they may choose to trade their innovation in exchange for other innovations, or they may be adopted by their suppliers. Nowadays, they may also choose to freely reveal their innovations, using methods like open source. In such networks of innovation the users or communities of users can further develop technologies and reinvent their social meaning.

One technique for innovating a solution to an identified problem is to actually attempt an experiment with many possible solutions. This technique was famously used by Thomas Edison's laboratory to find a version of the incandescent light bulb economically viable for home use, which involved searching through thousands of possible filament designs before settling on carbonized bamboo.

This technique is sometimes used in pharmaceutical drug discovery. Thousands of chemical compounds are subjected to high-throughput screening to see if they have any activity against a target molecule which has been identified as biologically significant to a disease. Promising compounds can then be studied; modified to improve efficacy, reduce side effects, and reduce cost of manufacture; and if successful turned into treatments.

The related technique of A/B testing is often used to help optimize the design of web sites and mobile apps. This is used by major sites such as amazon.com, Facebook, Google, and Netflix. Procter & Gamble uses computer-simulated products and online user panels to conduct larger numbers of experiments to guide the design, packaging, and shelf placement of consumer products. Capital One uses this technique to drive credit card marketing offers.

Goals and failures

Programs of organizational innovation are typically tightly linked to organizational goals and objectives, to the business plan, and to market competitive positioning. One driver for innovation programs in corporations is to achieve growth objectives. As Davila et al. (2006) notes, "Companies cannot grow through cost reduction and reengineering alone... Innovation is the key element in providing aggressive top-line growth, and for increasing bottom-line results".

One survey across a large number of manufacturing and services organizations found, ranked in decreasing order of popularity, that systematic programs of organizational innovation are most frequently driven by: improved quality, creation of new markets, extension of the product range, reduced labor costs, improved production processes, reduced materials, reduced environmental damage, replacement of products/services, reduced energy consumption, conformance to regulations.

These goals vary between improvements to products, processes and services and dispel a popular myth that innovation deals mainly with new product development. Most of the goals could apply to any organisation be it a manufacturing facility, marketing firm, hospital or local government. Whether innovation goals are successfully achieved or otherwise depends greatly on the environment prevailing in the firm.

Conversely, failure can develop in programs of innovations. The causes of failure have been widely researched and can vary considerably. Some causes will be external to the organization and outside its influence of control. Others will be internal and ultimately within the control of the organization. Internal causes of failure can be divided into causes associated with the cultural infrastructure and causes associated with the innovation process itself. Common causes of failure within the innovation process in most organizations can be distilled into five types: poor goal definition, poor alignment of actions to goals, poor participation in teams, poor monitoring of results, poor communication and access to information.

Diffusion

InnovationLifeCycle.jpg

Diffusion of innovation research was first started in 1903 by seminal researcher Gabriel Tarde, who first plotted the S-shaped diffusion curve. Tarde defined the innovation-decision process as a series of steps that includes:
  1. First knowledge
  2. Forming an attitude
  3. A decision to adopt or reject
  4. Implementation and use
  5. Confirmation of the decision
Once innovation occurs, innovations may be spread from the innovator to other individuals and groups. This process has been proposed that the life cycle of innovations can be described using the 's-curve' or diffusion curve. The s-curve maps growth of revenue or productivity against time. In the early stage of a particular innovation, growth is relatively slow as the new product establishes itself. At some point, customers begin to demand and the product growth increases more rapidly. New incremental innovations or changes to the product allow growth to continue. Towards the end of its lifecycle, growth slows and may even begin to decline. In the later stages, no amount of new investment in that product will yield a normal rate of return.

The s-curve derives from an assumption that new products are likely to have "product life" – i.e., a start-up phase, a rapid increase in revenue and eventual decline. In fact, the great majority of innovations never get off the bottom of the curve, and never produce normal returns.

Innovative companies will typically be working on new innovations that will eventually replace older ones. Successive s-curves will come along to replace older ones and continue to drive growth upwards. In the figure above the first curve shows a current technology. The second shows an emerging technology that currently yields lower growth but will eventually overtake current technology and lead to even greater levels of growth. The length of life will depend on many factors.

Measures

Measuring innovation is inherently difficult as it implies commensurability so that comparisons can be made in quantitative terms. Innovation, however, is by definition novelty. Comparisons are thus often meaningless across products or service. Nevertheless, Edison et al. in their review of literature on innovation management found 232 innovation metrics. They categorized these measures along five dimensions i.e. inputs to the innovation process, output from the innovation process, effect of the innovation output, measures to access the activities in an innovation process and availability of factors that facilitate such a process.

There are two different types of measures for innovation: the organizational level and the political level.

Organizational level

The measure of innovation at the organizational level relates to individuals, team-level assessments, and private companies from the smallest to the largest company. Measure of innovation for organizations can be conducted by surveys, workshops, consultants, or internal benchmarking. There is today no established general way to measure organizational innovation. Corporate measurements are generally structured around balanced scorecards which cover several aspects of innovation such as business measures related to finances, innovation process efficiency, employees' contribution and motivation, as well benefits for customers. Measured values will vary widely between businesses, covering for example new product revenue, spending in R&D, time to market, customer and employee perception & satisfaction, number of patents, additional sales resulting from past innovations.

Political level

For the political level, measures of innovation are more focused on a country or region competitive advantage through innovation. In this context, organizational capabilities can be evaluated through various evaluation frameworks, such as those of the European Foundation for Quality Management. The OECD Oslo Manual (1995) suggests standard guidelines on measuring technological product and process innovation. Some people consider the Oslo Manual complementary to the Frascati Manual from 1963. The new Oslo manual from 2005 takes a wider perspective to innovation, and includes marketing and organizational innovation. These standards are used for example in the European Community Innovation Surveys.

Other ways of measuring innovation have traditionally been expenditure, for example, investment in R&D (Research and Development) as percentage of GNP (Gross National Product). Whether this is a good measurement of innovation has been widely discussed and the Oslo Manual has incorporated some of the critique against earlier methods of measuring. The traditional methods of measuring still inform many policy decisions. The EU Lisbon Strategy has set as a goal that their average expenditure on R&D should be 3% of GDP.

Indicators

Many scholars claim that there is a great bias towards the "science and technology mode" (S&T-mode or STI-mode), while the "learning by doing, using and interacting mode" (DUI-mode) is ignored and measurements and research about it rarely done. For example, an institution may be high tech with the latest equipment, but lacks crucial doing, using and interacting tasks important for innovation.

A common industry view (unsupported by empirical evidence) is that comparative cost-effectiveness research is a form of price control which reduces returns to industry, and thus limits R&D expenditure, stifles future innovation and compromises new products access to markets. Some academics claim cost-effectiveness research is a valuable value-based measure of innovation which accords "truly significant" therapeutic advances (i.e. providing "health gain") higher prices than free market mechanisms. Such value-based pricing has been viewed as a means of indicating to industry the type of innovation that should be rewarded from the public purse.

An Australian academic developed the case that national comparative cost-effectiveness analysis systems should be viewed as measuring "health innovation" as an evidence-based policy concept for valuing innovation distinct from valuing through competitive markets, a method which requires strong anti-trust laws to be effective, on the basis that both methods of assessing pharmaceutical innovations are mentioned in annex 2C.1 of the Australia-United States Free Trade Agreement.

Indices

Several indices attempt to measure innovation and rank entities based on these measures, such as:

Rankings

Many research studies try to rank countries based on measures of innovation. Common areas of focus include: high-tech companies, manufacturing, patents, post secondary education, research and development, and research personnel. The left ranking of the top 10 countries below is based on the 2016 Bloomberg Innovation Index. However, studies may vary widely; for example the Global Innovation Index 2016 ranks Switzerland as number one wherein countries like South Korea and Japan do not even make the top ten.

Future

In 2005 Jonathan Huebner, a physicist working at the Pentagon's Naval Air Warfare Center, argued on the basis of both U.S. patents and world technological breakthroughs, per capita, that the rate of human technological innovation peaked in 1873 and has been slowing ever since. In his article, he asked "Will the level of technology reach a maximum and then decline as in the Dark Ages?" In later comments to New Scientist magazine, Huebner clarified that while he believed that we will reach a rate of innovation in 2024 equivalent to that of the Dark Ages, he was not predicting the reoccurrence of the Dark Ages themselves.

John Smart criticized the claim and asserted that technological singularity researcher Ray Kurzweil and others showed a "clear trend of acceleration, not deceleration" when it came to innovations. The foundation replied to Huebner the journal his article was published in, citing Second Life and eHarmony as proof of accelerating innovation; to which Huebner replied. However, Huebner's findings were confirmed in 2010 with U.S. Patent Office data. and in a 2012 paper.

Innovation and development

The theme of innovation as a tool to disrupting patterns of poverty has gained momentum since the mid-2000s among major international development actors such as DFID, Gates Foundation's use of the Grand Challenge funding model, and USAID's Global Development Lab. Networks have been established to support innovation in development, such as D-Lab at MIT. Investment funds have been established to identify and catalyze innovations in developing countries, such as DFID's Global Innovation Fund, Human Development Innovation Fund, and (in partnership with USAID) the Global Development Innovation Ventures.

Government policies

Given the noticeable effects on efficiency, quality of life, and productive growth, innovation is a key factor in society and economy. Consequently, policymakers have long worked to develop environments that will foster innovation and its resulting positive benefits, from funding Research and Development to supporting regulatory change, funding the development of innovation clusters, and using public purchasing and standardisation to 'pull' innovation through. 

For instance, experts are advocating that the U.S. federal government launch a National Infrastructure Foundation, a nimble, collaborative strategic intervention organization that will house innovations programs from fragmented silos under one entity, inform federal officials on innovation performance metrics, strengthen industry-university partnerships, and support innovation economic development initiatives, especially to strengthen regional clusters. Because clusters are the geographic incubators of innovative products and processes, a cluster development grant program would also be targeted for implementation. By focusing on innovating in such areas as precision manufacturing, information technology, and clean energy, other areas of national concern would be tackled including government debt, carbon footprint, and oil dependence. The U.S. Economic Development Administration understand this reality in their continued Regional Innovation Clusters initiative. In addition, federal grants in R&D, a crucial driver of innovation and productive growth, should be expanded to levels similar to Japan, Finland, South Korea, and Switzerland in order to stay globally competitive. Also, such grants should be better procured to metropolitan areas, the essential engines of the American economy.

Many countries recognize the importance of research and development as well as innovation including Japan's Ministry of Education, Culture, Sports, Science and Technology (MEXT); Germany's Federal Ministry of Education and Research; and the Ministry of Science and Technology in the People's Republic of China. Furthermore, Russia's innovation programme is the Medvedev modernisation programme which aims at creating a diversified economy based on high technology and innovation. Also, the Government of Western Australia has established a number of innovation incentives for government departments. Landgate was the first Western Australian government agency to establish its Innovation Program.

Regions have taken a more proactive role in supporting innovation. Many regional governments are setting up regional innovation agency to strengthen regional innovation capabilities. In Medellin, Colombia, the municipality of Medellin created in 2009 Ruta N to transform the city into a knowledge city.

Cryogenics

From Wikipedia, the free encyclopedia https://en.wikipedia.org/wiki/Cryogenics...