You will need to frame each new activity in terms of the desired output, its place in the greater scheme of things, and which boundaries apply in terms of content and resources. Once that is framed there is a deeper kind of framing that is often needed. This refers to framing the type of work innovation is.
By framing innovation, you can help people understand the challenges they might run into and thus try to prevent people from feeling alienated. Depending on where you are in the process, you might describe innovation work as hit and miss work. Possibly even miss, miss, miss, miss, hit work. At certain points you’ll need to frame the work as divergent and messy because these parts usually are frustrating for very outcome-oriented people.
Likewise there are phases that are convergent and strictly selective which may frustrate people who are in love with their particular idea. Innovation is the type of the work where you will spend a lot of time not-knowing. As the saying goes: how can you expect to get somewhere new if you are not prepared to get lost on the way? If innovation is new to the people you are involving in your organization, help them by framing the work so that they have words for what they will experience and a way of looking at that experience that becomes inclusive rather than exclusive.
It is helpful to prepare people for a u-curve of emotion and energy. Explain that there will be a drop in energy at some point in the process and when that happens, remind your team that they are now at the bottom of the u-curve. Ask them to think of things that will get them on the way up again themselves before offering your own suggestions.