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This study explores the learning processes that contribute to knowledge productivity: gradual improvement and radical innovation of an organisation’s procedure and products and services, based on the development and application of new knowledge. The research is based on the assumption that innovation is the result of a series of powerful social learning processes. Based on previous case study research we formulated a set of twelve design principles. Those principles reflect key factors relevant to the innovation processes. The study at hand presents the validation of this set of design principles. The method used is a set of circular scales with which people involved in innovation practices analysed their innovation process. From the data it reveals that the design principles do not miss elements that are essential for innovation practices. The two design principles that seem to be ambiguous and need further elaboration are principles 11 and 12. Furthermore it became clear that reflecting upon an innovation practice works best when doing it together instead of doing this individually.