A re-conceptualisation of innovation models to support decision design

Wicked problems demand what Simon refers to as non-programmable decisions, which are novel, unstructured and unusually consequential (Simon, 1977, p. 46). Despite recognising the importance of decision design in tackling such problems, Simon described himself as someone who "devoted his scientific career to understanding human choice" and he focused far less attention on decision design (Simon, 1991, p. xvii). This paper takes a critical look at innovation studies and provides a much needed review of the oft-cited generations of innovation models (cf. Rothwell, 1994). In addressing our concerns, we present a new typology of models and from it we recast the concept of the innovation model as a design tool for practitioners. This approach supports the emerging trend of viewing management as a design activity rather than solely a decision making activity. This redirection serves to reinvigorate the academic discourse.