Activators are persons, who using special commitment, i.e. employment of work expended over their normal work load is an innovation process or a change process actively and intensively, promote. Major task of the activators is to be diminished it will and ability barriers of the coworkers in connection with innovation processes in the enterprise and overcome.

Emergence and representative

• Eberhard Witte became at the 3. 1928 in Beelitz born. After its study of the management economics it accepted chairs at the Universities of Bochum, Freiburg and Munich. The making and specialized activator model were developed end of the 1960er years by it. Additionally he is publisher of numerous book realms and member of various Kuratorien. Witte is married and has two daughters.
• Hauschildt was born 1936. It extended the activator model of Witte by the process engine. Additionally it expanded the activator model, which was intended for the process innovation by Witte only, on the product innovation.

Will and ability barriers

Innovation or transfer processes often encounters in the conversion phase will and ability barriers.

Will barriers concern above all the acceptance and the resources employment by the coworkers. I.e. the use of resources (worker, time, money and materials) is refused and it comes to negative reactions opposite all, which promote and welcome the innovation.

Ability barriers concern the understanding for the entire innovation process. Particularly for solutions in the own work area and with difficulties in the use of new techniques and systems, e.g. first employment of a EDP system in the entire enterprise.

The types in the activator model

The power activator

The power activator affects a change or an innovation process due to its hierarchically legitimized power. That is called he holds a position in the organizational structure and can resources for its interests freely divide. The power activator is to be occupied by its position in the hierarchy on the one hand in a the position of Opponenten with sanctions, on the other hand one it can protect and support innovation-willing. The major task of the power activator is to be carried out conviction and inspiring work, which are supported by rewards and incentives of all kinds. The strength of a power activator is based on the frequency of active doing and the noticing becoming.

The specialized activator

The specialized activator affects a change process by his object-specific technical and method knowledge. Its hierarchical position in the organizational structure is insignificant thereby since it cannot affect the members of the organization by it. Specialized activators often develop from line positions due to their proximity to technical novelties in the work everyday life. They will be therefore neither purely implementing coworkers nor point managers, since a certain technical qualification is necessary. It remains recapitulatory saying that specialized activators are above all instruction, which advance the innovation process by passing on their knowledge and solutions for the overcoming of problems and obstacles on the part of the Opponenten develops.

The process activator

This type of activator is characterised by the special knowledge of the organisational structure of an enterprise. It manufactures contacts and connections between the making and specialized activators and their environment due to its knowledge outside of the enterprise. I.e. the process activator supports the change process only indirectly.

The relations activator

The relations activator is characterized by the fact that it maintains good and friendly relations had a network of personal contacts, branched out far with the majority of an enterprise and by all hierarchy layers through accepted and is respected. They are to be stretched therefore in the conditions new nets inward as well as outward and can so the innovation process indirectly support.

The activator bottom plate

The optimal form in the activator model represents a combination of making and specialized activator. Either in a person or by a close entwinement of two persons in the enterprise. With this type the activator has to sanction both on hierarchical and on technical level power and the necessary knowledge around process opponents and recompence innovation friends.

The Opponenten

These are persons, who want to retard or prevent an innovation or a transformation process. One could say also, this concerns persons, who are against all new one in a process or an enterprise.

Meaning for practice

The activator model is an analytic model shows, under which conditions innovation processes have for the overcoming of problems larger chance for success. It is similar to the project organization, is however limited its efficiency. I.e. with a large number of involved one and/or a too high personnel expenditure the project organization is to be preferred.

Operational areas of the activator model

• gradual introduction of goal agreements as management instrument
• gradual introduction of Benchmarking
• Project in the context of the introduction or modernization of IT
• gradual introduction of teleworking

Application type of the activator model

The activator model can be begun not at will. Reason for it is that the appropriate persons must be available, who have necessary abilities and knowledge and are additionally ready to use itself beyond the normal measure for an enterprise.

Literature

• Liesa Folkerts: Activators in innovation processes. Dt. Univ. - Verl., Wiesbaden 2001, ISBN 3-8244-0551-2
• Hauschildt: Activators - champions of the innovation. Gabler, Wiesbaden 1999, ISBN 3-409-23062-9
• Hauschildt: Innovation management 2. Aufl. Vahlen, Munich 1997, ISBN 3-8006-2155-X
• Eberhard Witte: Organization for innovation decisions - the activator model. Schwartz, Goettingen 1973, ISBN 3-509-00616-X

Related links

• Eberhard Witte: http://www.emp-fo.bwl.uni-muenchen.de/
• Hauschildt: http://www.krisennavigator.de/an-ha-d.htm

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