Sections of this topic
Cultivating Innovation and Creativity in the Workplace
Sections of This Topic Include
About Innovation
Leading Innovation
Linking Innovation in Operations
Perspectives on Innovation
Perspectives on Creativity
Also consider
Creative
Thinking
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About Innovation
Creativity is the nature of creating something new, either a new idea, concept
or method. Innovation is using creativity to enhance performance of a process,
person, team or organization.
Businesses, for-profit and nonprofit, are facing change like never before.
Numerous driving forces to this change included a rapidly expanding marketplace
(globalization), and increasing competition, diversity among consumers, and
availability to new forms of technology. Innovation and creativity are often
key to the success of a business, particularly when strategizing during strategic
planning, and when designing new products and services. Creative thinking and
innovation are particularly useful during Strategic Planning (when strategizing) and in Product Development (when designing new products and services.)
(The library includes many areas of information related to creativity. See Creativity.) Also consider numerous creative methods for
solving problems
and making decisions.)
Leading Innovation
© Copyright Carol
Muse
Innovation is a hot topic these days. From what I have seen, organizations
have been outsourcing innovation for the last 10-15 years. It began with a reliance
on ad agencies and then shifted to “design” companies like IDEO
and JUMP. Now the business airwaves and media announce the need for more innovation,
faster and more radical than ever before, and the literature of full of “how
to innovate” books and articles.
It seems easy to say we want to innovate, but it feels like going over Niagara
Falls in a barrel, you are leaving all you know behind for a visit to Chaos.
Confronted by all the mystery and disorder that precedes innovation, our challenge
as leaders is to help people make meaning of the journey. As Dee Hock describes,
“Making good judgments and acting wisely when one has complete data, facts,
and knowledge [control] is not leadership. It’s not even management. It’s
bookkeeping. Leadership is the ability to make wise decisions, and act responsibly
upon them when one has little more than a clear sense of direction and proper
values; that is, a perception of how things ought to be, an understanding how
they are, and some indication of the prevalent forces driving change.”
In this sense, innovation is the end product of a disruptive cycle of Adaptive
Change.
To innovate is to intentionally let go of the “way things are”
and welcome “the way they could be.” Breakdown is the first step
toward innovation, an intentional release of established habits of thought,
expectations, assumptions, and beliefs in order to embrace “not knowing”.
The concept of surfing the “edge of chaos” sounds exciting until
you get there and leave control at the door. In Adaptive Change we call this
the Fall.
Fortunately, Breakdown doesn’t last. As we confront the mess, we naturally
make meaning of it, allowing order and Breakthroughs to emerge – the “ah-ha”
moments that we love to experience. The journey from Breakdown to Breakthrough,
the Cauldron of Change, is a period of stress (high enough to motivate and mobilize,
and potentially immobilize), uncertainty, and unpredictability. There is no
clear way forward, we are reduced to trial-and-error experimentation. This is
a period that requires a rapid and straightforward learning cycle, one that
encourages experimentation and taking smart risks as you learn your way forward.
Sense-Test-Adapt, a biomimetic cycle that is just what it says, propels you
forward as order emerges from the chaos. The faster you cycle the faster you
learn.
Breakthroughs get you out of Chaos and into Complexity – you are half
way home but you are still not “in control”. Complexity requires
Imagination, which takes you beyond creativity and taps into mystery. Mystery
allows us to explore “things in our environment that excite our curiosity
but elude our understanding.[1] In the complex domain hunches and ah-has pull
us forward by removing extraneous information and linking up ideas to form a
system of inquiry. In this way novelty is morphed into a myriad of possibilities.
With all these possibilities we begin to follow our hunches to their logical
conclusions, picking one or two and applying all our knowledge, know-how, technology,
etc. to understand them. In this way we make the imagined “real”,
manifest as products, programs, services, and art. Making “manifest”
is the phase I call Innovation. Innovation without the journey through chaos
and mystery is evolutionary at best, incremental most often. Innovation as the
conclusion of the full cycle is revolutionary, tapping into our most creative
spaces and pulling forth something remarkably different from where we started.
Do’s for leading innovation
Foster an environment of imagination, exploration, acceptable risk, and “what
ifs.” Meet the Devil’s Advocate at the door and refuse them entry.
Give people time to think, toys to spark off, and diverse partners to play with.
The resource needs and costs of Innovation rise over time. Resources that drive
early innovation, Breakdown, Breakthrough, and Imagination, are mainly emotional
and psychological support. No leader can afford to ignore these intangible costs
for the foreseeable future.
Relax when things seem out-of-control, it is part of the process and can’t
be skipped. Focus people on moving their “crazy ideas” forward and
making sense of them.
Apply the innovation cycle to your leadership development…hummm, now that’s
a thought!
Linking Innovation and Operations
© Copyright Jim Smith
Development is hard pressed to interface with operations. Yet it is extremely
important that this interface be workable because developments are not relevant
until they find their way into operations. This is the “reason for being”
of development; to have new systems and adaptive processes and structures integrated,
in the long run, to foster organizational performance and adaptation.
What’s The Difference?
An operation is charted to preserve the status quo, the current thinking and
methods. Operations assumes this status quo as a “given” and works
within current procedures to improve them and “operationalize” them
with a high degree of efficiency. In most operations the problem is clear and
solutions are knowable. Fast response is an overriding value in executing a
“fix” and getting the operation back on-line.
Development, on the other hand is a constructive conspiracy. It is the development
function, who’s job it is to replace the current ways of doing things,
with new tools and assumptions more in line with changing business and organizational
conditions. Development is rife with ambiguity; it is a searching and learning
process. The overriding value is gaining commitment to change.
Innovation and Development is fragile, complex and conceptual. Nothing kills
it faster than premature exploitation- rushing to capitalize on it too soon.
Development is not charted but it is navigable, it is a learned activity in
action where hunches are tested and theory is developed in the process of action.
The context of development is uncertainty. Operations on the other hand, works
to reduce uncertainty to a program, an operational term.
Learning It While Doing It
Operations are based in control. Developments emerge and are always subject
to un- intended consequences in action as development is moved toward its purpose.
One of the themes of these essays is that developments are realized through
the process of development, it is in effect learned in the process of doing
it.
Usually there is not a great deal of organizational understanding and support
for doing this. An often operation does not see the need or understand the purpose
of the development itself. For this reason, development needs protection at
a certain stage. Protection and understanding go hand in hand. As the development
is understood the protection can be loosened which is necessary to gain the
institutional support for prioritizing the resources for more disciplined development.
Boundary management means the protection and support of a differentiated development
culture and the managed change of this culture when appropriate. Boundary management
is a continual effort of judgment and balance because technical organizations
optimize performance and their activities are always influenced by demands and
feedback from a variety of sources in the global environment. Establishing and
managing boundaries is both necessary and problematic.
Perspectives on Innovation
Recommended Articles
A Process for Continuous Innovation and Controlled Chaos
Three
Questions that Will Kill Innovation
The
Number One Key to Innovation — Scarcity
What is Innovation? 15 Experts Share Their Innovation Definitions
Additional Articles
Eight
Communication Traps That Foil Innovation
The Global
Innovation 1000: How the Top Innovators Keep Winning
Building
Adoption of Management Improvement Ideas in Your Organization
The Number One Key to Innovation: Scarcity
How
to Sell an Idea to Your Boss
How
to Get a New Management Strategy, Tool or Concept Adopted
The
Next Big Thing in Managing Innovation
Dimensions
of Social Innovation
Can a Big Company Innovate Like a Start-Up?
What’s Wrong With How We Innovate?
Finding Innovation in the Flattened Organization
Innovate like a Kindergartner
A Quirky Way of Innovating
Delivering Your Innovative Ideas
How to Execute Great Ideas
Three Questions that Will Kill Innovation
Social
Networks Will Change Product Innovation
Leading Innovation
Defining, Accepting and Training “Innovation,” Part One
Defining, Accepting and Training “Innovation,” Part Two
Will Machines Always Make Life Easier?
Perspectives on Creativity
Tunnel Vision Will Get You Nowhere
Creativity and the Role of the Leader
The Three Threats to Creativity
The
Creative Leadership No-Brainer, Part I
The
Creative Leadership No-Brainer, Part II
Battling for Creative Solutions
Unlocking Creative Potential – A Neuroscience Approach, Part I
Unlocking Creative Potential – A Neuroscience Approach, Part II
Unlocking Creative Potential – A Neuroscience Approach, Part III
For the Category of Innovation:
To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.
