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242 Petru Duşa and Iuliana Laura Taranovschi system. Thereby a resource is anything in the system which is not being used to its maximum potential. Discovery of such resources then reveals opportunities through which the design of a system may be improved [7]. 3. Case Analysis Results From the TRIZ analogy exploration, it can be combined the Bloom’s model presented in Fig. 2 with the self-managed presented in Fig. 3. The role of this analogical approach is to define a model to stimulate the innovative potential. In a first stage it is built a matrix structure having as columns the pillars from the model of self-managed team and as rows the cognitive domains from Bloom’s Taxonomy. In the cells resulted at the intersection of rows and columns, are inserted the Bloom’s domain verbs from the relative line. So, it is obtained a matrix that offers the necessary stimulants for innovative activity. The matrix is presented in Figure 5 as the Innovative Acting Matrix. The importance of this matrix is that, those who access it, being in situations marked by one of the innovative pillars, have the opportunity to explore the innovative problem in an acting style. The exploration in an acting manner of the innovative problem is achieved gradually from the base level - knowledge to a superior level - evaluation. Fig. 5 – Innovative Acting Matrix. In the second stage, on the same matrix structure described above, in the cells from the intersection of rows and columns, are inserted the nouns of the Bloom’s domain from the relative line. It is obtain a matrix that provides the necessary support for innovative activity. The matrix is presented in Figure 6 as the Innovative Support Matrix. The importance of this matrix is that, those who access it, being in situations marked by one of the innovative pillars, have the opportunity to receive the necessary resources to explore the innovative problem.
Bul. Inst. Polit. Iaşi, t. LVI (LX), f. 2, 2010 243 Fig. 6 – Innovative Support Matrix . The exploration of innovative problem is realized, by this time, using the tools provided as support for each acting-innovative stage. 5 Conclusions 1. As a result of this scientific approach, it was designed a model to stimulate the innovative potential with the support of two innovative matrices: Innovative Acting Matrix; Innovative Support Matrix. 2. Innovative Acting Matrix represents a matrix that offers the necessary stimulants for innovative acting (the verbs). 3. Innovative Support Matrix represents a matrix that offers the necessary support for innovative results (the nouns). 4. Next research will focus on the applicability of these matrices in situations that require the innovative potential. Received: February 25, 2010 “Gheorghe Asachi”Technical University, Department of Machine Manufacturing Technology Iasi, Romania, e-mail: itaranovschi@tcm.tuiasi.ro R E F E R E N C E S 1. A m a b i l e T. M., From individual creativity to organizational innovation. In Innovation: A cross-disciplinary perspective. (Gronhaug K., Kaufmann G., Eds.), Scandinavian University Press, Oslo-Norway, pp. 139-166, 1988. 2. B e l b i n R. M., Management Teams. Butterworth Heinemann Publisher, London- UK, 1981.
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