Figure 1. See-Do-Teach Model
ing, aligning team goals, internal and external collaboration, and supporting autonomy all contribute to innovative processes. Instead of focusing on individual characteristics, our SCAD method- ology captures and weaves together stories from the acquisition work- force. These narratives illuminate how adaptations arise in the face of com- peting priorities, limited resources, and structural pressures. This ap- proach shifts the analysis from iso- lated events to a systems-level view of the operational environment. This approach offers both a diagnostic snapshot and foresight into where future challenges or adaptations are likely to unfold. From our efforts, we noted repeat- edly that these systemic priorities, resources, and pressures contribute to inhibiting or facilitating innovative behaviors more than individual at- tributes or differences between ana- lysts. Certain system attributes, such as a willingness to embrace failure and support for organizational learn- ing, can enhance innovative efforts. However, other pressures, such as stringent adherence to procedures and time constraints, inhibit innova- tion. But barriers to innovation can be over-come by securing leadership support,
Implement A team of DoW partici- pants use the research- backed workshop method to “stress test” the imple- mentation of innovation initiatives.
Identify The lightweight interview method is used to identify barriers and facilitators to innovation and monitor the status of innovation culture within DoW.
Interpret Interview data are applied to the DoW model to as- sist with interpreting the innovation trajectories and support targeted im- provement efforts.
Innovation Alliance Serves to develop the capacity through training and strengthen the collaborative networks within DoW to enchance the scalability and adoption of innovative practices that can cost effectively modernize acquisitions to deliver capability to the Warfighter when needed.
Source: Author
at The Ohio State University and ap- plied in high-stakes safety domains such as commercial aviation and healthcare, the IAP is now adapted for use in DoW acquisition, where complexity and operational risk simi- larly demand a nuanced, systems- informed approach to innovation. The three core functions of the program follow: • A method for continuous moni- toring to identify signals of bar- riers and facilitators to a healthy innovation culture using the light- weight Systemic Contributors and Adaptations Diagramming (SCAD) interview technique. • A model and a tool to aid in the in- terpretation of the signals collected in the identification activities and target improvement efforts. • The Accelerating IMPActS Workshops (AIWs) that use a co-design process to stress test high-potential inno- vations for supporting the transi- tion of high-potential ideas and improve their ability to be imple- mented and sustained at increasing scale. The See-Do-Teach model is a pro- gressive framework designed to build internal capability for executing, ex- panding, transitioning, and sustaining the IAP. Its approach to organizational learning is critical to the success of the IAP. We apply the three core compe- tencies of the IAP—identifying (e.g., conducting interviews), interpreting
(e.g., analyzing data), and imple- menting (e.g., leading workshops)— through a model that guides partici- pants through three stages of skill acquisition: See , where individuals observe and receive foundational training; Do , where individuals ac- tively conduct and interpret research activities with support and coaching; and Teach , where individuals train others and facilitate activities inde- pendently. This approach ensures a structured transition from novice to expert and anchors knowledge trans- fer by building internal capacity to ex- ecute the program. Diagnosing Risk Aversion To assess intervention ideas de- signed at improving adoption of or- ganizational changes, we first need to proactively uncover barriers to implementation before they lead to intervention failure. In collaboration with the Air Force Installation Con- tracting Center (AFICC) and the Army Contracting Command-Aberdeen Prov- ing Ground (ACC-APG), The Ohio State University researchers piloted the IAP in the DoW. Em- ploying these novel interviewing techniques revealed key organi- zational dynamics that foster in- novative acquisition practices. For example, making room for failure, measured risk-taking, fostering organizational learn-
8 | DEFENSE ACQUISITION | November-December 2025
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