By BERT KINZEY
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Additional resources for U.S. Navy and Marine Aircraft of World War II Part 2: Fighters
The steps make sense and follow a logical order. However, what you select as the steps depends strongly on your beliefs about how innovation is produced. And the order may be an illusion: some steps do not necessarily produce the conditions needed for the next step. How strong is the evidence supporting the process myth? Not very. In chapter 3, we will examine the main process models of innovation and ﬁnd signiﬁcant shortcomings in each. It is very difﬁcult to conclude that any one model captures everything about innovation process.
Often community members have to give up another practice to ﬁt the new one in; the value of the new practice must exceed the cost of the sacriﬁce they must make to have it. When Robert Metcalfe sold Ethernets, he had to show his clients how his Ethernet would enable their companies to communicate and share information better than any of their other current methods; he had to demonstrate how his Ethernet would open doors to new possibilities valuable to the company. He had to overcome their natural reluctance to change by showing them that the sacriﬁce was worth it.
3. 4. A customary way or pattern of behavior Exercise of a profession or discipline Development of a skill by repetition Name of a space of human interactions The ﬁrst three senses are standard dictionary deﬁnitions and the fourth is more generic (Spinosa, Flores, and Dreyfus 1997). When we speak of the members of a social community changing one of their practices, we invoke the ﬁrst sense. When we speak of the practice of innovation, we invoke the second sense. When we speak of the eight generative practices of innovators, we invoke the second and third senses, meaning that all innovators exercise them and develop their performance through practice.
U.S. Navy and Marine Aircraft of World War II Part 2: Fighters by BERT KINZEY