[et_pb_section fb_built=”1″ transparent_background_fb=”default” admin_label=”section” _builder_version=”3.0.47″ custom_padding=”34.5469px|0px|0px|0px”][et_pb_row admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][et_pb_text admin_label=”Text” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”]<\/p>\n
Green innovation is an everlasting challenge, where many companies are looking for innovative ways to win this eco-marathon. Some industries are more active than others, affected by regulations and natural-resource constraints.<\/a> Moreover, in addition to a company’s reputation, executives can enjoy an array of other benefits. But what are the best ways of achieving it?<\/p>\n Cognitive Fixedness, first defined by psychologist Karl Duncker<\/a>, prevents individuals and companies from creating new configurations in the systems they manage. This often blocks us from seeing potential efficiencies and material reduction, and breakthrough solutions to problems.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ transparent_background_fb=”default” _builder_version=”3.0.65″][et_pb_row _builder_version=”3.0.65″][et_pb_column type=”4_4″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_text _builder_version=”3.0.65″]<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ transparent_background_fb=”default” _builder_version=”3.0.65″ custom_padding=”0px|0px|34.5469px|0px”][et_pb_row _builder_version=”3.0.65″][et_pb_column type=”2_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_text _builder_version=”3.0.65″]<\/p>\n 1. Structural<\/strong> – The tendency to view products and systems as a complete gestalt. Many of SIT’s tools help break this particular fixedness to achieve sustainable innovation. A water saving toilet was developed by Villeroy-Boch in an SIT workshop. Multiplying the water streams resulted in more pressure in each stream, therefore requiring less water. This product won the ISH Innovation Prize and was chosen by Deutsche Bank in its transformation of its HQ to become one of the most environmentally friendly high-rises in Europe.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”3.0.65″][\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_image src=”https:\/\/images.pexels.com\/photos\/439416\/pexels-photo-439416.jpeg?auto=compress&cs=tinysrgb&h=350″ _builder_version=”3.0.65″ force_fullwidth=”on”][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.0.65″][et_pb_column type=”2_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_text _builder_version=”3.0.65″]<\/p>\n 2<\/strong>. Functional<\/strong> – Seeing objects as capable only of fulfilling their original function. SIT uses the Task Unification tool to help innovators find new uses for existing resources, thus forcing them to find new functions for available objects and tackle functional fixedness.<\/p>\n [\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_image src=”https:\/\/images.unsplash.com\/photo-1508921234172-b68ed335b3e6?ixlib=rb-0.3.5&ixid=eyJhcHBfaWQiOjEyMDd9&s=92e40b3819e4c173debf1500f27c9b60&auto=format&fit=crop&w=1600&q=60″ _builder_version=”3.0.65″][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.0.65″][et_pb_column type=”2_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_text _builder_version=”3.0.65″]<\/p>\n 3. Relational<\/strong> – The tendency to view relationships and dependencies between variables of a situation as static and permanent. Assif Strategies<\/a>, that were our partners in Greener by Design, described the following case study at the conference: A bus company’s emissions were well above expectations. They had 100 old buses and 50 new ones, and 400 drivers. Assif discovered that drivers were allowed to select both their buses and their routes based on seniority. Naturally drivers chose the easier routes (that had fewer stops and shifts) and the newer buses. The relationship that resulted was that the older buses drove the “stop and go” routes on three shifts, while the new ones drove more continuously and were parked at night, obviously resulting in much higher emissions than necessary. Breaking this relational fixedness required a major cultural change in the company, and by creating a new relationship within existing available resources, the bus company was able to reduce over 10 percent of its emissions. Along with some other simple changes, it achieved a total reduction of 50 percent.<\/p>\n [\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_image src=”https:\/\/images.unsplash.com\/photo-1493689485253-f07fcbfc731b?ixlib=rb-0.3.5&ixid=eyJhcHBfaWQiOjEyMDd9&s=ebe5bb8654d3816c9d934ff455abffb2&auto=format&fit=crop&w=1600&q=60″ _builder_version=”3.0.65″][\/et_pb_image][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ transparent_background_fb=”default” _builder_version=”3.0.65″][et_pb_row _builder_version=”3.0.65″][et_pb_column type=”4_4″ _builder_version=”3.0.65″ parallax=”off” parallax_method=”on”][et_pb_text _builder_version=”3.0.65″]<\/p>\n The challenge of breaking fixedness is threefold. First, recognize you could be suffering from cognitive fixedness, and not seeing the entire potential “playing field”. Second, identify underlying assumptions in the system in question and accept that even though “this is how we always did it” or “this is how it must be done” they can still be changed. Lastly, be flexible about the structure, functions and relationships between the system’s elements in order to generate new forms that can lead to new thinking and new solutions.<\/p>\n This concept ties in well with the message of the keynotes in the Greener By Design<\/em> conference, who all essentially break a critical underlying assumption about our industry or society: from William McDonough<\/a> (Cradle to Cradle, MDBC<\/a>) who questions why can’t a building be as smart as a tree, creating oxygen, food and shelter, to Tom Szaky (TerraCycle)<\/a> who challenges the entire concept of garbage, to the point that he “no longer sees trash, only cash”, and to David de Rothschild, who endeavors to cross the Pacific Ocean on the Plastiki<\/a> (homage to the Kon Tiki<\/a>, of course) using the ocean’s most prevalent waste as means of transportation.<\/p>\n So what is the key takeaway? Breaking fixedness is a milestone for generating green innovation. Our innovation message for companies working on going greener is to focus on finding and tackling their fixedness.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" [et_pb_section fb_built=”1″ transparent_background_fb=”default” admin_label=”section” _builder_version=”3.0.47″ custom_padding=”34.5469px|0px|0px|0px”][et_pb_row admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][et_pb_text admin_label=”Text” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”] Green innovation is an everlasting challenge, where many companies are looking for innovative ways to win this eco-marathon. Some industries are more active than others, affected by regulations and natural-resource constraints. Moreover, in addition to […]<\/p>\n","protected":false},"author":10,"featured_media":275,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"Green innovation is an everlasting challenge, where many companies are looking for innovative ways to win this eco-marathon. Some industries are more active than others, affected by regulations and natural-resource constraints.<\/a> Moreover, in addition to a company\u2019s reputation, executives can enjoy an array of other benefits. But what are the best ways of achieving it?\r\nRead on to learn about how to achieve green innovation through breaking fixedness<\/a>:<\/strong><\/h2>\n
Check out these 3 main barriers to sustainable innovation:<\/strong><\/h1>\n
How to overcome fixedness and break innovation barriers?<\/strong><\/h3>\n
The green line<\/strong><\/h3>\n
Read on to learn about how to achieve green innovation through breaking fixedness<\/a>:<\/strong><\/h2>\r\nCognitive Fixedness, first defined by psychologist Karl Duncker<\/a>, prevents individuals and companies from creating new configurations in the systems they manage.\u00a0 This often blocks us from seeing potential efficiencies and material reduction, and breakthrough solutions to problems.\r\n\r\nThere are three main kinds of fixedness:\r\n
Check out these 3 main barriers to sustainable innovation:<\/strong><\/h3>\r\n
\r\n \t
How to overcome fixedness and break innovation barriers?<\/strong><\/h3>\r\nThe challenge of breaking fixedness is threefold.\u00a0 First, recognize you could be suffering from cognitive fixedness, and not seeing the entire potential \u201cplaying field\u201d. Second, identify underlying assumptions in the system in question and accept that even though \u201cthis is how we always did it\u201d or \u201cthis is how it must be done\u201d they can still be changed.\u00a0 Lastly, be flexible about the structure, functions and relationships between the system\u2019s elements in order to generate new forms that can lead to new thinking and new solutions.\r\n\r\nThis concept ties in well with the message of the keynotes in the Greener By Design<\/em> conference, who all essentially break a critical underlying assumption about our industry or society: from William McDonough<\/a> (Cradle to Cradle, MDBC<\/a>) who questions why can\u2019t a building be as smart as a tree, creating oxygen, food and shelter, to Tom Szaky (TerraCycle)<\/a> who challenges the entire concept of garbage, to the point that he \u201cno longer sees trash, only cash\u201d, and to David de Rothschild, who endeavors to cross the Pacific Ocean on the Plastiki<\/a> (homage to the Kon Tiki<\/a>, of course) using the ocean\u2019s most prevalent waste as means of transportation.\r\n
The green line<\/strong><\/h3>\r\nSo what is the key takeaway? Breaking fixedness is a milestone for generating green innovation. Our innovation message for companies working on going greener is to focus on finding and tackling their fixedness.\r\n\r\n ","_et_gb_content_width":""},"categories":[14,13],"tags":[15],"acf":[],"yoast_head":"\n