Innovation is a big corporate buzzword, and it’s one of the hottest topics on this blog. That’s because it’s one of the biggest mysteries to business leaders. A new study from Accenture, “Why Low Risk Innovation Is Costly,” revealed that fewer than one in five chief executives believes their company’s strategic investments in innovation are paying off. Because of the high percentage of failure, nearly half of the executives surveyed said their companies were less likely to risk implementing breakthrough ideas.
Innovation only happens in the right environment, one where everyone is not only allowed to innovate, but they are actively encouraged to speak up and bring new ideas to the table. This may sound like common sense, but it is far from common practice. How do you create an innovative environment?
- Innovation only comes by invitation. Invite people to bring forth their new ideas. True innovation takes place when people are free to raise ideas, take ownership of them, and then implement them. If people are required to ask permission for every step they take, they will stop asking permission.
- Innovation is not a solo sport, it requires a group of players with skills specific to the effort. Many companies appoint an innovation department or hire a chief innovation officer, which can make innovation just another stovepipe in the organization. The message this sends to your organization is that innovation is “their job” and “not mine” – siloed off. While an idea may come from one individual, it’s the cross-functional creativity, trust, and collaboration that bring innovation to life.
- Encourage everyone to put their ideas to test fast, fail fast, and then reiterate. If people wait for perfection before they put the idea to work, the effort will lose steam before it ever gets off the ground.
- Value the lessons taken from failure as much as your successes, and apply those lessons toward each new attempt. This makes it safe for everyone to innovate. The idea is not to encourage failure but to foster innovation that leads to winning success as rapidly as possible.
- Ensure this behavior gets modeled at every level, from the very top to individual contributor. That means the senior leaders must be actively involved, not just mandating the change.
- Resist the desire to project manage your way to innovation. It cannot be generated by focusing solely on budgets, resources, and timelines. If you try, you can guarantee your innovation investment will be wasted.
- IT Innovation: is outsourcing possible? (worldofinnovations.net)
- CMiC Innovation Award Contest 2013 – Submit for a Chance to Win for Your Charity! (prweb.com)
- Week in Review: Dell, Innovation, and Clean Energy (axialmarket.com)
- Six Steps to a Smarter Start-Up (inc.com)
- Chief Innovation Officer (leticiacaminero.com)
- Guest Post: 4 Ways to Turn Your Company Into an Innovation Machine (marenhogan.wordpress.com)
Are you thinking about ways to transform your workplace into an environment more conducive to innovation? This article takes a closer look at six components of creative climates that have shown to be significant at facilitating creativity according to new research.
What is a creative climate?
A climate can be seen as various aspects of the psychological atmosphere in a team and the surrounding organizational environment. The climate often conveys expectations about which behaviors and attitudes that are acceptable. In the creativity research field there has been many attempts to conceptualize the idea of a ‘creative’ climate – i.e. such a climate that facilitates outcomes that are creative.
This article highlights six components of a creative climate that have been shown to be among the most salient in predicting creative and innovative outcomes.
Complex, challenging and interesting tasks and goals spur intrinsic motivation, which is a critical component of creativity. Yet here also lies an important caveat. Tasks and goals should not be too overwhelming because then the challenge risk becoming an obstacle – effectively stifling motivation.
2. Intellectual debate
When working with complex and challenging tasks, problems often surface. The nature of these problems is that they are often novel to the people that encounters them and complex in that they can be solved in different ways. To ensure that a project can move forward, many viewpoints must be heard and people must feel secure enough so that they put forward their best ideas. In organizations where there is no debate people tend to stick to “tried and true” ways of doing things – applying old solutions to new problems.
3. Flexibility and risk taking
A basic reality of creative endeavors is that they are inherently uncertain. Often, there is no valid information that ensures that an idea or an innovation is guaranteed to succeed. Even a creative idea itself may not be practical enough to be realized into a new product, service or process improvement. Thus, risk is inherently built into innovation. Research shows that tolerating this risk, not minimizing it, is the best strategy. Thus, it is crucial that organizations accept and allow risk, encourage experimentation and failure.
4. Top management support
Another salient component of a creative climate is the perception of support from top management. This support entails both espoused support; when top management communicate norms that encourage innovation, risk taking and experimentation, and enacted support. This latter form of support is perhaps the most important, since it is the amount of resources such as money, time and facilities that top management is prepared to commit to innovation. If resources are not available, employees will see through the rhetoric of encouragement, effectively undermining these efforts.
5. Positive supervisor relations
Support for new ideas by the supervisor or team leader is critical for the further development and implementation of these ideas. Especially supportive leaders listen and give feedback to ideas, and tolerate a certain degree of experimentation. Furthermore, leaders should publicly recognize and reward creative efforts.
6. Positive interpersonal exchange
The last salient component of creative climates is joy. When team members experience a sense of “togetherness” that comes with a common goal, team members will want to cooperate efficiently for their mutual benefit. This increases both team performance as well as individual performance. With increased togetherness communication is facilitated, which will allow different perspectives and keep conflict away.
- Top Six Components of a Creative Climate (innovationmanagement.se)
- 6 Ways to Unleash Creativity in the Workplace (worldofinnovations.net)
- Leadership: Creating a climate for innovation (bringinnovationalive.wordpress.com)
- Invest the Time in Innovation (iacquire.com)
- A Research-Based Guide to Brainstorming Linkbait – or Anything Else (seomoz.org)
When faced with something new, we usually look for similarities to the familiar. And the more commonalities we find, the more readily we accept the new.
But is creating similarities to the familiar always a good approach? Surprisingly, the answer may be no. Following analogies too closely can cause similarities to remain undetected or, even worse, be falsely assumed to exist.
Alternatively, a close-fitting analogy may make the new seem overly familiar. Concentrating too much on similarities can cause organizations to overlook what is unique about the new — particularly those aspects that might offer important advantages and opportunities.
Organizations can rely too heavily and too long on a favored analogy, which carries significant risks. One analogy might be a poor fit relative to others; by using it too long, the company might deprive itself of the insight a better analogy would provide. This may result in diminished competitive advantage, since rivals that use better analogies can adapt more rapidly to change and innovation.
Lessons for Leaders
To better understand the full meaning of anything new, employ a wide range of diverse analogies and maintain an open mind. This is much easier to achieve with a staff that can draw from a broad spectrum of work, personal, educational and cultural experiences. Depth of experience in one area may be more harmful than helpful, as it may prevent the richly diverse analogies that breadth of experience frequently engenders.
Avoid relying too heavily on certain analogies and overlooking the benefits of others. Developing a list of diverse analogies makes it less likely that any specific one will be associated with a particular individual or group, limiting its perceived applicability.
To build momentum during the assimilation phase, concentrate on analogies that emphasize the familiar. Focus on similarity of function, rather than appearance. Obvious surface features may obscure important similarities at more structural levels.
Be prepared to change analogies as the new technology becomes more familiar. Transition to analogies that highlight what is distinctive about the innovation. This will help ensure that high-potential attributes are not overlooked.
See the complete article related to this post
- Change Management: Using analogies to overcome resistance (business.financialpost.com)
- Are analogies the best way to describe innovations? (smartplanet.com)
- Analogies and Innovation (enterpriseresilienceblog.typepad.com)