Innovation Process Paper
b. Identify the appropriate tools and techniques to be used in this process and explain why they were selected. 240 word..
This is the part I need help
MARTA's Mental Models/Mindsets
Transformation of a Mindset
Transformation of the status quo is desirable when there is a concept and a plan to execute with meaningful results for all parties. Ideally, change or transformation should not have any losers, but all winners. The stakeholders, management and the customers should realize benefits from all modifications on a short, long-term or both. Traditionally, there have been both winners and losers. In 1972, when MARTA was inaugurated in Atlanta, stakeholders realized a dream fulfilled and new revenue; management mastered the new challenges; and the customers' had new options to leave the car at home or not own one, while traveling quickly without traffic congestion or parking.
Almost four decades later, "yesterday's perceptions become history." A new mindset is required to keep all the parties' as winners despite comparable price increases. The customers' expectations are for the service value to be improved; convenient, safe, customer-focused regional service (Marta, 2009). The stakeholders and management want enhanced employees relations, good image and reasonable profits to prevail. A conflict is likely to occur when one practices a "1972 MARTA mindset" in 2009. For sustained benefits, avoidance of obsolescence and creativity, four steps should be observed (Wind, 2005):
1) Understand the mental model or mindset through education and training
2) Overcome objections or inhibitors to change through education and training
3) Try on or test new approaches that satisfy customers, opportunities and trends
4) Implement the proposed changes and feedback from customers' surveys and make adjustments.
Execution of all the above by MARTA's master plan should also include optimization of the following: opportunities, strengths, trends, research and development.
Overcoming Inhibitors to Change
MARTA's transportation empire has grown tremendously over the last 30 years because of the demand for expansion throughout the metropolitan area. MARTA overcame inhibitors to change because executives knew that constantly implementing innovative, strategic, and profitable changes into their mental models and mindset would keep the company thriving. Because MARTA is customer centric, they seek to please customers. For instance, MARTA knew inhibitors such as safety issues would cause concerns for employees and passengers; therefore, MARTA increased their police presence in all stations and trains. Because MARTA put more plain clothes and uniformed officers in place throughout the system riders believe they are safer. Furthermore, overcoming inhibitors to change can help MARTA build trust and long-lasting relationships with their customers. MARTA can benefit from overcoming inhibitors by expanding to new territory, increased ridership, and more sponsorship. Subsequently, overcoming inhibitors, which prevent change can cause MARTA's revenue to increase substantially, as well as, overcoming inhibitors can prevent the government from trying to take over MARTA. Furthermore, the right mindset or mental model can enhance the number of opportunities for companies (Crook & Wind, 2009). However, mental models not broad enough can cause several types (Crook & Wind, of threats for companies 2009).
Approaches of Mental Model Process
In order to maintain the continuous growth of the company, it is necessary for MARTA to apply new approaches of mental model. The mental model approach of the management should be flexible, creative and adaptable (Young, 2008). Due to the innovations of various technologies and technical practices, it is very difficult to maintain the growth of the business. Creative and new approaches of mental model can help the management to retain the long term growth of the firm (Merrill, n.d.).
The latest approach of the mental model should be used by MARTA is casual loop process. This casual loop process helps the management to present the propensity of the organization to cope up with the environmental changes and effective connections of the information (Sterman, n.d.). This casual loop diagram leads the thoughts of the person from the various options and selection of the best alternative as per the changing and dynamic environment (Van Der Henst & Leuven, 2002). In order to improve the public transportation and use of latest technologies and systems by MARTA, the new approach of the mental model process is the system dynamic and dynamic thinking that are directly linked with the casual loop model (Young, 2008).
This approach also helps the company to evaluate the tendency of the information utilization and effect of this to achieve the result on the basis of causality.
Implement the Change in Thinking Patterns
As MARTA strives to stay afloat financially, the thirty year old transit system must demonstrate the power of impossible thinking. Embracing a different view of the world will require an extensive focus on the continuous evolution of the transportation industry across discontinuous "inflection points" (Wind & Crook, 2005, p. 204). This process will begin with keeping models relevant. Even though the authority is a major contributor to the economic growth of the Atlanta region, the use of these successes should be used as a starting point toward seeking out new perspectives such as the Passenger Information Kiosks designed to provide passenger information at the bus bays in rail stations and major bus stops. Equally important, the ability to get people to buy into the notion of mass transportation will not only challenge current models but transform the state of Georgia. In the same way, MARTA must pay attention to the driving forces needed to support increased ridership. In particular, MARTA's expansion projects can help make transit services available for commuters who would never ride a train to work. Furthermore, the implementation of new ways to change the method in which people view public transportation as a safe, convenient, and cost efficient substitution.
Crook, C., & Wind, Y. J. (2009). From Mental Models to Transformation: Overcoming Inhibitors to Change. Harvard Business Publishing. Retrieved November 29, 2009 from http://harvardbusiness.org/product/from-mental-models-to-transformation-overcoming-in/an/ROT081-PDF-ENGMARTA (2009) MARTA's Vision and Mission, Retrieved November 28, 2009.
Merrill, D. (n.d.). A Knowledge Object and Mental Model Approach to a Physics Lesson. Retrieved December 2, 2009 from http://id2.usu.edu/Papers/CatesRevision6.PDF Wind, Yoram, Crock, Colin and Others (2005) The Power of Impossible Thinking:
Transform the Business of Your Life and Life of Your Business, Prentice Hall, Inc.
Wind, Y., & Crook, C. (2005). The Power of Impossible Thinking: Transform the business of your life and the life of your business. Upper Saddle River, N.J: Wharton School Publishing.
Running Head: BENEFITS AND DRIVERS FOR MANTRA
Appropriate tools and Techniques for Innovation Process of MANTRA
Appropriate tools and Techniques for Innovation Process of MANTRA
Due to the highly changing and competitive environment, it is very difficult to implement innovative techniques and process in the company (Wind & Crook, 2005). In order to implement the innovation process in MANTRA in an effective manner, it is essential for the management to use some techniques and tools. The most important tool of using the innovation process is the training and ...
The benefits and drivers proposal for MARTA innovation process is examined.