IN THIS ISSUE:

• Letter From Sarah - Bridging the Gap Between Collaboration and Innovation
• Events and Resources
• About Sarah Caldicott

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Dear Innovator:

Happy holidays! So that we can all finish shopping for the innovators on our holiday gift list, you'll find only two sections in this month's edition of Edison's Notebook instead of the usual four.

Last week, I journeyed to Washington, DC to deliver a keynote address for members of the American Association for the Advancement of Science (AAAS), sponsored by Hitachi. During my conversations with AAAS Senior Policy Advisor Dr. Al Teich, I was reminded of the powerful role played by individuals who serve as connectors across diverse realms of knowledge.

Dr. Teich, for example, is a physicist who has played diverse roles both as a policy champion and scientific liaison to the business community. He serves as a bridge linking science, government, and business in a way that creates insight and expanded dialogue.

Early in his career, Thomas Edison relished serving as a bridge for dialogue about invention and scientific discoveries. In 1880, Edison funded the inaugural year of a unique journal, Science. Desiring to expand knowledge within the American scientific community at a time when new discoveries were appearing rapidly, Edison intended that Science compete with a highly esteemed publication, Nature, established by the scientific community in the UK.

Edison felt he could distinguish Science by bringing together the creative leanings of the American inventor with the discipline of the American scientist. His unique knowledge of these two realms allowed Edison to bridge gaps between both communities, using a print medium. Now proudly published for decades by the AAAS, the journal Science today continues Edison's intention of creating dialogue across diverse facets of scientific research and debate, linking them to relevant issues in our modern world.

Dr. Al Teich of AAAS, Sarah, and Mr. Takashi Ohde, General Manager of Hitachi.

Edison's Collaboration Teams Reduced "Social Distance"
Edison's ability to serve as a bridge between diverse forms of knowledge also spilled over into his perspectives on team design. In Innovate Like Edison, I wrote about the foundation of Edison's fourth competency of innovation - Mastermind Collaboration - as one example of this. For Edison, true collaboration took place in small teams populated with experts and generalists from different disciplines. He felt this nimble collaboration structure was best suited to tackle innovation challenges, especially in the early going.

While researching my next book, Midnight Lunch, I've come upon another fundamental insight which guided Edison's collaboration philosophy: reducing "social distance." Edison believed it was crucial that members of his collaboration teams feel they were on equal footing with each other. Even if team members came from diverse backgrounds and had greater or lesser degrees of experience within a given specialty, Edison created an environment in which team interactions were close, casual, collegial, and reinforcing of the team's identity and purpose.

In her book Team Talk, Anne Donnellon, an Associate Professor of Management at Babson College and formerly a faculty member at the Harvard Business School, reveals the importance of reducing real and perceived social distance in the same ways Edison did. Her research indicates that when team members feel they are truly colleagues, they are willing to share their knowledge. Otherwise, individuals shroud their insights from other team members, creating painful communication gaps. Donnellon also stresses that if team members lord their position or business title over others, it increases attention to potential hidden agendas they may concoct, distracting the team from its core mission.

Two of Edison's laboratory employees -- Frank Dyer and William Martin -- in a now-famous biography of Thomas Edison, emphasized the egalitarian attitude he modeled in his West Orange laboratory: "He conversed, argued and disputed with us all as though he were a colleague on the same footing." Edison reduced the real and perceived social distance between himself and his collaboration teams not only by rolling up his sleeves and contributing to team solutions, but by becoming “one of the guys.” Midnight lunch motivated Edison's teams to continue their work well into the night, and also reduced social distance between each employee. At about 9 PM, Edison gathered his employees together (even sometimes inviting their families) for an hour or two of eating and singing. This motivated them to continue their work well into the night, and also reduced social distance between them. Creating a collegial environment in the lab proved a pivotal part of Edison's collaboration success.

Sarah's new ebook from Wiley & Sons.

Consider how you could reduce social distance on your team, and become a better collaborator in 2012!  

Reducing Fear of the Future
This month's Events & Resources reveals another tool that Edison used to create team success: reducing fear. My November TEDx talk addressing this theme is now posted online...have a look! Hear how Edison created a relationship with the future as a way to lead his teams into new innovation territory.

Also, check out my blog post on how social media can contribute to - or detract from - collaboration. It was one of the leading posts this year!

Plus...put my new ebook Inventing the Future on your holiday gift list! It's a perfect gift for every inquiring, creative, collaborative innovator.  Inventing the Future is available for iPad, Kindle, Nook, and even for PC's. Click here to purchase a copy today!

I wish my readers all over the world a joyful holiday season, and a prosperous 2012!

Keep innovating,

PS: Please share this newsletter with a co-worker or a friend!

Connect with Sarah

Events and Resources

About Sarah Caldicott

Sarah Miller Caldicott is a great grandniece of Thomas Edison, a 25-year marketing veteran, and co-author of "Innovate Like Edison: The Five-Step System for Breakthrough Business Success." She has assembled teams of highly experienced consultants and trainers to assist her in bringing Edison's Five Competencies of Innovation™ to organizations of all sizes. Sarah and her teams are capable of addressing business challenges from a diverse array of industries, in either a business-to-consumer or business-to-business environment.

Sarah is a dynamic and award-winning speaker, whose engaging style combines substantive business content with humor. Her invaluable experience offers an ideal resource for organizations seeking innovation success in today's rapidly integrating global marketplace.

Born and raised in the Midwest, Sarah received a BA from Wellesley College, where she was named a Wellesley College Scholar. She also holds an MBA from the Amos Tuck School of Business at Dartmouth. Sarah resides in Oak Park, Illinois, and has two teenage boys, Nicholas and Connor. For additional information on Sarah, click here.

©2011 by Sarah Miller Caldicott. All Rights Reserved.