The concern of an organization’s management is to treat business results and processes in ways that create sustainability and achieve a long and healthy life for the organization.
We can call this “doing things right”!
In fact the process may seem sustainable, but when we speak of innovation, any new idea that moves through a process has little chance of success. On the one hand, we know that executives are comfortable with process management and are not very involved with creative projects and initiatives within those processes.
On the other hand it is good not to forget that leadership is about people, about purposes and expectations, that is, about the “right things”.
“Leaders of a company must use the same practices and tools to define what is right for each business process as they do for each function. We’re comfortable with leaders organizing the business around functions (i.e., IT, Finance, HR, Manufacturing, etc.)and paying functional managers for compliance with agreed to criteria for success – usually defined by a combination of behaviors within their job description and organizational policies with metrics/expectations around resources, finances, capital, sales, revenues, market share, new products development and/or operations, etc. … This takes great vision, persistence, motivation, synthesis, and analysis – which is clearly the work of the leaders, not managers.”
The key to good leadership is the passion, the urgency to tackle and solve the complex problems that all organizations face, such as:
The culture of indifference – The most talented and innovative, those whose abilities are too necessary to help set the business on course, are no longer present or have become so disenchanted that they have nothing to give.
Exile or isolation – New ideas are almost always rude and poorly formed when they are first presented. This may lead people to isolation in organizational silos, which is one of the biggest obstacles to innovation.
The emergence of hostility – Others show their initial reaction to any new idea in a negative, if not completely hostile, way. This is particularly true if the idea or project comes from someone outside our own organization.
A possible analogy to reflect:
“By observing herd behavior and the dominance games that go on you’ll probably be shocked at how rough horses can be. They chase after each other, tear off pieces of skin and then they settle down and graze and scratch each other’s backs. The key is that they have a strong relationship to begin with because they are members of the same herd, they play together and they spend a lot of time together — undemanding time.
Now think about how humans usually interact with horses. We decide today is when we’re going to ride, we only have a certain amount of time so things get pretty direct line. Catch the horse, saddle up, head to the arena to practice something… with a pretty unwilling horse. It’s interesting how quickly horses forget who feeds them; they start to feel like we only want one thing. So where you have to start is with the thought process. Think about what might be important to your horse.”
What might be importante to teams?
In organizations, a collaborative approach to innovation helps provide the emotional energy and support that new ideas need in the early stages. For such a state of mind to manifest itself, it must become an integral part of the company’s culture.
Each organization has a unique culture that directs the form, degree and speed of its responsiveness, adaptability and innovation.
The culture of an organization, which consists of deeply rooted values, beliefs, philosophies, attitudes, and operational norms, condenses the way “how things are done”.
And in this sense we should think of:
Create a healthy environment where innovation can flourish.
Observe obstruction behaviours and clarify objectives.
Promote the recognition of positive attitudes.
Break the silos and encourage communication and collaboration in and out of the organization.
Encourage the dialogue shuttle that is fundamental to help shape the idea into something more concrete, understandable and achievable.
“It is a mistake always to contemplate the good and ignore the evil, because by making people neglectful it lets in disaster. There is a dangerous optimism of ignorance and indifference.” – Helen Keller
Do you want to comment?
Note: This text has been adapted from my text published in Cavalinova and aims to recall and correct points of view.
- Transforming a Manager into a Leader with a Design Thinking Mindset
- Interdisciplinarity and data science on the road to innovation
- They are not analog, they are not digital … they are people!
- Shake up cognitive dissonance and embrace innovation
- Tacit knowledge is a trigger and a lever for innovation! Is it true?
TagsAnalyses and intuition Art and innovation Ask questions Assumptions and innovation Behavior and innovation Behavior change Business model Business models Collaboration and innovation Connections and creativity Create value Creativity and diversity Creativity and empathy Creativity and sustainability Critical thinking Designthinking Design thinking and business Diversity and creativity Diversity and Innovation Emotional experiences Empathy and innovation Evaluation of ideas Innovation and Human Resources Innovation and Management Innovation and networks Innovation and observation Innovation and possibilities Innovation and trust Innovation Culture Inovattion Institute for the Future Interception of ideas Intuitive thinking Making decisions Marty Neumeir Motivation and collaboration Open Innovation Services Passion and creativity Protoypes Resistance to change Rethinking options Simplicity and innovation Time and creativity values and innovation White space
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- February 2016
- March 2014
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011