Abstract
Antifragile philosophy can be the key to improving the management of organizations that base their activity on research and development (R&D) projects. These are types of projects with the greatest uncertainty in all aspects, and the application of antifragile philosophy can result in streamlining their management and development. In this article, the Q methodology is used to investigate whether organizations in R&D environments have antifragile characteristics. To this end, 15 innovation experts from research institutes located in Northern Spain were interviewed about their position regarding project management behaviors that are related to antifragile philosophy. As a result, it was verified that the characteristics of an ideal system of a research institute with antifragile philosophy are multidisciplinary and autonomous teams with a capacity for rapid response and adaptation to the environment.
Highlights
Projects: Applying Q MethodologyProject management skills are essential to any planned activity targeted to achieve a given goal
Competence in project management (PM): Antifragile philosophy is developed on secondary characteristics are heuristics, simplicity, failure as a source of learning and the basis of multiple projects for which specific management capabilities are required the flaneur spirit
Regarding the applicability of the Q Methodology to research in open innovation, its application in the present manuscript has allowed sorting a rich set of data into a comprehensive subset of related concepts
Summary
Project management skills are essential to any planned activity targeted to achieve a given goal. The term “bricolage” refers to the fact that antifragile management must properly combine the characteristics above into a plan that accounts for all the applicable research lines, equilibrating resource distribution among them while allowing strategies to shift between options if necessary, which involves leaving room for randomness, choosing the simplest alternatives available and learning from failure. The “flâneur spirit” refers to being attentive to the opportunities that arise during project development and is the behavior that allows evaluation of the options that are detected or intuited and to take advantage of them This interaction is related with learning from chaos [10] and the benefits of being open to the unexpected. The. Competence in project management (PM): Antifragile philosophy is developed on secondary characteristics are heuristics, simplicity, failure as a source of learning and the basis of multiple projects for which specific management capabilities are required the flaneur spirit. By taking a specific case study: the Basque Research and Development Ecosystem
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