The TV series M.A.S.H. was not just a funny comedy; it also depicted advancements in field medicine including the practice of triage. As the helicopters and trucks arrived with the wounded, the doctors and nurses would check each patient and determine whose injury needed to be attended to first. Recent mass casualty events remind me of this process and the value of astute professional medical judgment.Read More
Leaders say they want to boost creativity, critical thinking and agility to improve performance and manage change. Research studies confirm the accuracy of those statements. Who wouldn’t want their staff to be quick on their feet, display ingenuity, offer critical insights, or make effective strategic choices? However, there is no consensus on how to boost agile thinking or increase brain capacity beyond the standard 10% utilization. Read More
We all recognize that better decisions follow reliable data collection. However, obtaining it remains a challenge. Too often we accept a penetrating glimpse of the obvious or past practice since it is safe and efficient to keep doing what we have always done. Unfortunately, this tendency keeps us in an echo chamber where old assumptions reside and reverberate.Read More
What are you focusing on now? After a successful launch, entrepreneurs have a choice. They can sit back and continue to do what they have done so far or they can recognize the need to prepare for what comes next. Read More
Perception: Disconnects, Distortions and Deficiencies
We often hear that seeing is believing, but should we always believe what we see? Our distorted perceptions can be superficial and unduly influenced by past experiences. Architects, IT professionals and security personnel can “see” the same office, but what registers and remains with them varies significantly. Read More
I decided on my doctoral thesis topic after reading Steven Kerr’s 1975 article, The Folly of Rewarding A When Hoping for B, in the Academy of Management Journal (volume 18, pps.769-782). In the decades since this published, one might assume that organizations revised their reward systems to match their current strategy. Unfortunately, many have not.Read More
My neighbor’s dogs explore their backyard but within constrained boundaries. An invisible fence limits them. If they stray beyond the specified area their collar provides either an electrical stimulus or a vibration to restrain them. It only takes a few of these shocking experiences before the dog recognizes how to remain secure. Likewise, leaders or their staffs might restrict themselves to safe areas in their thinking, proposals or initiatives.
Traditional boundaries, existing practices, and known solutions can limit thinking. Certainly adhering to the tried and true protects leaders from unknown external or internal risks, yet this confinement is dangerous when all the rules and expectations are changing.
Leaders can also limit their staff’s thinking. In some environments, innovative thinking becomes a career limiting activity. Keeping your head down, agreeing with the prevailing opinions and, most of all, not rocking the boat, translate too often into unwarranted praise, unearned promotions and a delay in the inevitable.
Executives who truly want innovative and strategic thinking insist on broad analysis, pattern detection, and exploring opportunities. They do this by:
- Discussing their thinking process with others using six mindset buckets to avoid blind spots.
- Avoiding any hint of “scapegoating” by insisting on learning from missteps rather than placing blame.
- Using staff meetings to challenge everyone to address persistent cross-unit issues.
- Specifying that promotions will be given to individuals that demonstrate critical thinking.
- Evaluating current practices by asking what should be done more often or less often as well as what should we start and stop doing.
- Stressing the importance of asking questions including a risk analysis before decisions are finalized
- Appointing a rotating devil’s advocates to ensure that all perspectives have been carefully explored.
- Respecting and recognizing those who are innovative or who encourage innovation in others.
- Encouraging cross-functional and lateral networks.
- Supporting pilot projects and experimentation.
- Allocating time for innovation.
Simply wishing for an innovative culture, or announcing that innovation is a strategic imperative will not change behavior or practices. Consistent actions aligned with support are essential to encourage out-of-the-box thinking. What actions are you taking to encourage strategic and creative thinking? What observable or hidden limits influence your thinking?
Originally published at: http://bizcatalyst360.com/invisible-fences-limiting-constraints/#sthash.wAwP5KXq.dpuf