Experimenting in the Unknown: Lessons from The Manhattan Project

Thomas Gillier () and Sylvain Lenfle
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Thomas Gillier: EESC-GEM Grenoble Ecole de Management
Sylvain Lenfle: LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - CNAM - Conservatoire National des Arts et Métiers [CNAM], X - École polytechnique - IP Paris - Institut Polytechnique de Paris

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Abstract: Experimentation is paramount to innovation. In fact, innovation scholars and practitioners have espoused Thomke's (2003) book titled Experimentation matters: Unlocking the potential of new technologies for innovation. Unfortunately, companies still experience considerable technical and managerial difficulties with organizing experiments under high uncertainty. This study confronts Thomke's experimentation principles with a high uncertainty context by examining experiments conducted by The Manhattan Project from 1943–1945, the initiative that created the first implosion‐type fission bomb. Findings suggest that lack of theoretical knowledge, a crisis of scientific instruments, and absence of pre‐established organizations were critical to such highly uncertain experimentation. We conclude with a discussion of the boundary conditions of Thomke's experimentation principles. Finally, we propose five principles for facilitating the management of experimentation in the unknown.

Keywords: experimentation; radical innovation; exploration; high uncertainty; unknown; design; trial and learning (search for similar items in EconPapers)
Date: 2018-06-03
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Citations: View citations in EconPapers (3)

Published in European Management Review, 2018, 16 (2), pp.449-469. ⟨10.1111/emre.12187⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01808003

DOI: 10.1111/emre.12187

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