NASA CoECI - Overcoming Organization Resistance to Crowdsourcing
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Lesson's from NASA's Open Innovation
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NASA CoECI - Overcoming Organization Resistance to Crowdsourcing
- 1. Overcoming Organizational Resistance to Crowdsourcing Lessons from NASA's Open Innovation Steve Rader Deputy Manager
- 2. http://dailycrowdsource.com by NASA’s Center of Excellence for Collaborative Innovation Who are we and what do we do? http://www.nasa.gov/coeci
- 3. by http://dailycrowdsource.com NASA’s Center of Excellence for Collaborative Innovation http://www.nasa.gov/coeci The Center of Excellence for Collaborative Innovation (CoECI) was officially launched in November of 2011 at the request of the White House Office NASA Headquarters Marshall Space Flight Center Langley Research Center Ames Research Center Armstrong Flight Research Center Johnson Space Center Stennis Space Center Kennedy Space Center Goddard Space Flight Center Glenn Research Center U.S. Federal Agencies of Science & Technology Policy (OSTP). CoECI works across all of NASA and with other federal agencies to infuse crowdsourcing methods as a set of available tools to create innovative, efficient, and optimal solutions to real world problems.
- 4. by http://dailycrowdsource.com http://www.nasa.gov/coeci NASA’s Internal Challenges Technology Search Research & Data Science NASA’s Other Crowd- Based/Challenge Programs Multi-year, $M+ Similar to X-Prize competitions Week/Weekend Hack-a-thons Normally Non-Prize Participation for Collaborative Innovation NASA’s Center of Excellence
- 5. by http://dailycrowdsource.com NASA Center of Excellence Crowdsourcing Experience: Over 180 Challenges http://www.nasa.gov/coeci 2 Video *2 VA 3 Eng. Design* *USPTO, USAID, 2 EPA **2 CMS, OPM, DOE *** 14 Algorithms* 17 Software** *** 5 Ideation 4 Graphics 87 Challenges NASA Innovation Pavilion 12 Theoretical 7 Ideation* 1 Reduction to Practice 1 Video *3 USAID 10 Tech Surveys* *1 EPA 2 Ideation 15 CAD Modeling 5 Graphics Additional Challenges In Progress with
- 6. http://dailycrowdsource.com by Bringing the Workforce Onboard http://www.nasa.gov/coeci
- 7. by http://dailycrowdsource.com Bringing the Workforce Onboard The Challenge http://www.nasa.gov/coeci Credit: Telstra's Social Media Marketing Low Awareness & Understanding of Crowdsourcing Creative Commons License Organizational or Cultural Change is HARD The Dilbert Effect: Perception that Open Innovation is just the latest buzz wordCreative Commons License Ego: “WE are creative & innovative. That’s why you hired us”! Creative Commons License Perceived Threat to Jobs
- 8. by http://dailycrowdsource.com http://oasishr.com/dtt-measuring- return-investment-diversity-inclusion/ Return on Investment Build Your Case Benchmarking, pilots, case studies - others or yours. Bringing the Workforce Onboard Educating, Convincing, Selling, Infusing http://www.nasa.gov/coeci Task: Convince your organization that using crowd-based challenges to solve problems and enhance their projects really does work and teach them how to use it. Show Demonstrated Results http://hdwallpapersfit.com/wp- content/uploads/2015/03/molecule- wallpapers.jpg Scientific/ Technical Gains https://www.jisc.ac.uk/blog/no-need- for-angst-over-analytics-09-may-2013 Public Engagement Partnerships
- 9. by http://dailycrowdsource.com Work your way down (middle managers) Bringing the Workforce Onboard Infusing Crowdsourcing - Hit Every Level http://www.nasa.gov/coeci Make It Easy to Use Build a facilitator group that knows the subject and actively works to lower barriers. Infusion Strategy https://commons.wikimedia.org/wiki/File:Konference_phone_meeting.jpg Workshops Show how crowdsourcing can be applied to their projects (help projects decompose their problems…) Develop Challenge Proposals in Real Time Follow Up Get Buy-In at the Top Creative Commons License
- 10. by http://dailycrowdsource.com Wikimedia: Hansueli Krapf Crowdsourcing is NOT just for the big problems. Bringing the Workforce Onboard Communicating When to Use Crowdsourcing http://www.nasa.gov/coeci For solving problems that are not progressing with internal efforts. Pixabay: Nagel, Nägel, Hämmern, Werkzeug, Don’t Make Crowdsourcing your Hammer. It is NOT a good fit for every problem. Research & Development Organizations Operations Organizations VS. Recognize Team Characteristics https://www.flickr.com/photos/iavi_flickr/ 10193364234 For accessing expertise or skills that are not available internally because they are either non-existent or over-capacity/busy.
- 11. http://dailycrowdsource.com by Lessons Learned in Executing Crowdsourced Challenges http://www.nasa.gov/coeci
- 12. by http://dailycrowdsource.com Execution Lessons Learned Include the Implementers/Integrators/Users http://www.nasa.gov/coeci Those ultimately responsible for integrating, deploying or using the final solution MUST be included in the challenge/task definition and execution. Research & Development Operations https://www.flickr.com/photos/iavi_flickr/10193364234Credit: www.h2fc-fair.com U.S. Navy photo by Mass Communication Specialist 3rd Class Ronald A. Dallatorre Systems Engineering & Integration IT Department
- 13. by http://dailycrowdsource.com Execution Lessons Learned Invest in the Challenge Definition Up Front http://www.nasa.gov/coeci Beware of rushing to get the challenge launched before it is fully defined. Complete Set of Supporting Data or Models Well Defined Goals and Requirements All Stakeholders Identified and Engaged Clear Evaluation/Judging Criteria In-House Cost Estimate for Comparison
- 14. by http://dailycrowdsource.com Execution Lessons Learned Be Ready for Judgment Day http://www.nasa.gov/coeci Selecting the best solution can take some preparation/work. Clear Evaluation/Judging Criteria makes Everything Easier Use Vendor/Community Filtering if Available Right Size Your Judging Panel Be Prepared for Multiple Winners http://davecskatingphoto.com/photos_ 2010_olympics_dance.html Watch for Biased Judges Warren G. Harding
- 15. http://dailycrowdsource.com by Dealing with Success and Failure http://www.nasa.gov/coeci
- 16. by http://dailycrowdsource.com Dealing with Success and Failure Success for the Challenge Owner http://www.nasa.gov/coeci When a crowdsourcing challenge succeeds… The common reaction is to feature the challenge winner BUT, also recognize the challenge owner for even doing a challenge and making a difference towards solving their problem. The goal is not necessarily a single successful challenge, but for the challenge owner to become a repeat challenge owner and one who promotes challenges for you. Photo by: Charles LeBlanc
- 17. by http://dailycrowdsource.com Dealing with Success and Failure Benefits of Failure http://www.nasa.gov/coeci Again, ensure the challenge owner gets positive recognition for efforts to try and solve the problem. Photo by: Charles LeBlanc Added benefit if vendor is “pay for performance” (no award paid if no solution) Better understanding of the problem and possible leads from submissions. Knowledge that a worldwide search did not yield an existing solution or anyone better to solve the problem. http://www.aupairclearinghouse.com/blog When a crowdsourcing challenge fails to find a solution, recognize the benefit.
- 19. by http://dailycrowdsource.com Conclusions Overcoming Organizational Resistance http://www.nasa.gov/coeci Bring the Workforce Onboard Communicate, Communicate, Communicate Wikimedia:Communicate_Osl o_inside_building.jpg Success and Failure Can Both Be Beneficial The ultimate goal is use of crowdsourcing as a commonly used tool your organization’s toolkit. http://www.logikalprojects.co.uk/failing-plan-planning-fail/ Execute with the End In Mind Include those that will have to use or implement the solution.
Editor's Notes
- Advice for an amazing presentation: When you add new slides, you have 9 layout options to chose from I encourage you to use approx. 3 “Section Header’s” within your presentation (Break your topic into approx 3 main parts) Suggested Slide Flow: ‘Title” slide ‘Section Header’ Any of the remaining 7 ‘Content’ slides. As many as you need. ‘Section Header’ Any of the remaining 7 ‘Content’ slides. As many as you need. ‘Section Header’ Any of the remaining 7 ‘Content’ slides. As many as you need. Additional sections Conclusion I encourage you to use mostly images/imagery in your slides. Use text & bullets sparingly. I suggest you do not “read your slides from stage.” Let them augment what you’re saying verbally. When you return your PowerPoint, the Daily Crowdsource team will polish them off with our world famous slide polishing skills – all designed to make you look as amazing as you already are, and more! (We’ll show you a final revision just in case) Any questions, please ask – We’re here for you!
- Show your organization that using crowd-based challenges to solve problems and enhance their projects really does work when you know how and when to use it.(4-6 slides) But what to pitch… build your snowball (start with other’s results) Show Demonstrated Results (on things that matter): • Return on Investment (Astro Email, Handrail?, Robonaut CAD, ISS FIT. tracker.) <make sure you do full cost so they don’t poke holes in it> • Non-Quantifiable Return (Asteroid Data Hunter - amateur astronomers. • Scientific Gains (Quakefinder, PDS-Cassini • Partnerships - Inter-cranial Pressure • Public Engagement - double edged sword (just be careful that people don’t just do fluff for PR that never actually penetrates the technical workforce (your tech guys will see it as a PR stunt and not believe it). How and When to Use it: (2-3 slides) • Not just the big stuff… can be applied at any level … opens up many more opportunities to try before you buy in…. • Recognize the needs of an Ops & Deployment oriented and and R&D oriented org…. Barriers in the way those groups think ◦ Does not mean they can’t think out of the box, and collaboratively, they just need permission. • Internal Tryouts - If you have an internal crowd, try out on them first.
- But what to pitch… build your snowball (start with other’s results) Benchmarking, pilots, …. Need to incentivize them…make sure they measure… ROI… help build your case. Show Demonstrated Results (on things that matter): Return on Investment <make sure you do full cost so they don’t poke holes in it> Non-Quantifiable Return Scientific Gains Partnerships Public Engagement - double edged sword (just be careful that people don’t just do fluff for PR that never actually penetrates the technical workforce (your tech guys will see it as a PR stunt and not believe it). Make it easy – Build a facilitator group that knows the subject and actively works to lower barriers.
- Crowdsourcing is NOT just the big problems can be applied at any level … - opens up many more opportunities to try before you buy in….
- Make sure that your challenge owners have what it takes actually implement the solutions they get from crowd-based challenges. (1-2 slides) • Make sure whoever you convince to use a challenge to get a solution involves/owns the groups that will need to deploy the solution and actively involve them…. otherwise it will sit on a shelf.
- Show project leads that solving their problems using crowd-based challenges still makes them and their team the hero. (1-2 slides) • Make them own the problem.. not just their solution. • Feature their success from using challenges (not just the winner of the challenge) and recognize their smarts for even doing a challenge and making a difference for the problem