NASA CoECI - Overcoming Organization Resistance to Crowdsourcing

Overcoming Organizational Resistance to CrowdsourcingLessons from NASA's Open Innovation Program

Steve RaderDeputy Manager

http://dailycrowdsource.com

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NASA’s Center of Excellence for Collaborative Innovation

Who are we and what do we do?

http://www.nasa.gov/coeci

http://dailycrowdsource.com/

http://crowdopolis.net/

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dailycrowdsource.com

NASA’s Center of Excellencefor Collaborative Innovation


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

AmesResearchCenter

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.



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NASA’s Internal Challenges

Technology Search

Research & Data Science

NASA’s Other Crowd-Based/Challenge

ProgramsMulti-year, $M+Similar to X-Prize competitions

Week/Weekend Hack-a-thons

Normally Non-Prize Participation

for Collaborative InnovationNASA’s Center of Excellence



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NASA Center of ExcellenceCrowdsourcing Experience: Over 180 Challenges


2 Video

*2 VA

3 Eng. Design*

*USPTO, USAID, 2 EPA **2 CMS, OPM, DOE

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14 Algorithms*

17 Software** ***

5 Ideation

4 Graphics

87 ChallengesNASA 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




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Bringing the Workforce Onboard




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Bringing the Workforce OnboardThe Challenge


Credit: Telstra's Social Media Marketing

Low Awareness & Understanding of Crowdsourcing

Creative Commons License

Organizational or Cultural Changeis 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



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http://oasishr.com/dtt-measuring-return-investment-diversity-inclusion/

Return on Investment

Build Your CaseBenchmarking, pilots, case studies - others or yours.

Bringing the Workforce OnboardEducating, Convincing, Selling, Infusing


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



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Work your way down (middle managers)

Bringing the Workforce OnboardInfusing Crowdsourcing - Hit Every Level


Make It Easy to UseBuild 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



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Wikimedia: Hansueli Krapf

Crowdsourcing is NOT just for the big problems.

Bringing the Workforce OnboardCommunicating When to Use Crowdsourcing


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.




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Lessons Learned in Executing Crowdsourced Challenges




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Execution Lessons LearnedInclude the Implementers/Integrators/Users


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



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Execution Lessons LearnedInvest in the Challenge Definition Up Front


Beware of rushing to get the challenge launched before it is fully defined. Complete Set of Supporting

Data or ModelsWell Defined Goals and Requirements

All Stakeholders

Identified and Engaged

Clear Evaluation/Judging

Criteria

In-House Cost Estimate for Comparison



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Execution Lessons LearnedBe Ready for Judgment Day


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




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Dealing with Success and Failure




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Dealing with Success and FailureSuccess for the Challenge Owner


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



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Dealing with Success and FailureBenefits of Failure


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.




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Conclusions




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ConclusionsOvercoming Organizational Resistance


Bring the Workforce OnboardCommunicate, Communicate, Communicate

Wikim

edia:Comm

unicate_Oslo

_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 MindInclude those that will have to use or implement the solution.



NASA CoECI - Overcoming Organization Resistance to Crowdsourcing

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