Innovation in Training and Disabilities

Share This Post

Share on facebook
Share on linkedin
Share on twitter
Share on email
Austrian economist, Joseph Schumpeter (1934), described innovation over 70 years ago using five well defined principles:
  1. The introduction of a good (product), which is new to consumers, or one of higher quality than was available in the past.
  2. Methods of production, which are new to a particular branch of industry. These are not necessarily based on new scientific discoveries and may have, for example, already been used in other industrial sectors.
  3. The opening of new markets.
  4. The use of new sources of supply.
  5. New forms of competition, that leads to the restructuring of an industry
Schumpeter’s definition still applies in today’s fast-changing world. “An innovative business is one which lives and breathes “outside the box”. It is not just good ideas; it is a combination of good ideas, motivated staff and an instinctive understanding of what your customer wants”  Richard Branson declared in a speech at the Department of Trade and Industry (DTI) Innovation Lecture in 1998 (cited in Tidd 2009) Stanwick (2011) asserts that innovation is much more than science and research. He argues that enterprises should be innovating not just with technology but with operations, organisational structures, business models and relationships. Tidd (2009) adds another dimension to these definitions by stating that innovation cannot happen in isolation but instead must take place across the organisation “through the development of processes for turning opportunities into new ideas and transforming them into widely used practice across the organisation”. 

Why are these points critical to the Disability sector and how we develop and deliver training in the sector?

We need to move away from traditional models of delivery and encourage a passion for learning and, as Richard Branson describes it, thinking and operating “outside the box”. Furthermore we need a workforce that is highly adaptable and ready to embrace inevitable changes putting customers or clients at the forefront of their services and programs. It goes beyond

semantics!

The roll out of NDIS has allowed some people to gain more control over their lives but due to the complex nature of the funding and systems, most people are finding it hard to navigate let alone come up with innovative projects that have a true positive impact on the people that need it most. In my opinion we need to work together, listen to the people that really matter and empower them to take control over their lives. We encourage workers to develop a passion for learning and self-development and most importantly we start to think and live “Outside the box”.

What do we need and how do we go beyond words to become truly innovative?

In my opinion we need to work together, listen to the people that really matter and empower them to take control over their lives. We encourage workers to develop a passion for learning and self-development and, most importantly, we start to think and live “Outside the box”.

More To Explore

Focus On Mental Health

Mental Health in the Workplace

The workplace is where the early signs and symptoms of mental health problems might first be noticed.

Disabilities Down Under

Disabilities Down Under

It is estimated that by 2050 there will be 1.3 million support workers in the country – an increase from 350,000 in 2012. These workers will need to be proficient in the delivery of quality person-centred services and delivery of services to clients increasingly complex needs.