INNOVATION & THE NON-CONFORMING MIND

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“All new ideas begin in a non-conforming mind that questions some tenet of the conventional wisdom.” –H. G. Rickover*

And therein lies a challenge for many of today’s business organizations:

1.   How to develop non-conforming minds (i.e. minds that think outside the box) and then

2.    How can a leader create the space for people to be able to question conventional wisdom?

Left, Right or Whole Brain Competency
Before we look at what a leader can do, I’d like to say a word about the non-conforming mind, about right vs. left brain development and the idea of whole brain competency. Though the science continues to be debated, there are two distinct aspects to innovation that loosely map to the concept of left and right brain thinking: the linear process necessary to implement innovation that is more closely aligned with left brain thinking, and the creative sandbox that more closely represents the right brain’s activities.

A “non-conforming mind” is not something we are born with. It is something that can be developed by working on the abilities associated with the right brain – that side of the brain that focuses on aesthetics, feelings, ideas and creativity – elements that are generally missing from most corporate, left-brain oriented, cognitive training programs.

At The Ariel Group, our out-of-the-box, experiential learning focuses on creativity, emotional connection and stretching the boundaries of each individual’s own possibilities. This approach to learning expands the capabilities of the right brain and opens up the potential for more out-of-the-box thinking.

Innovative Culture: What is a Leader’s Contribution?
So what can a leader do to create a space for people to be innovative?

1.  Establish Collaborative Forums | Unlike invention, which is usually a solitary activity, successful innovation is a collaborative process in which people act with and support each other.

2.  Build Relationships | The strength of relationships between the team members and a leader and between the team members themselves will determine the amount of risk people are willing to take in suggesting ideas.

3.  Build Trust | If a team member is going to challenge status quo, then he or she needs to trust that a leader will listen and be open to hear new ideas and alternative perspectives. The team member needs to be able to predict how a leader will react if what is suggested is unpopular, counter-culture or challenges the leader’s own point of view.

4.  Promote Team Member Engagement | Since the best ideas often come from deep within the organization, from the people closest to the action, the level of team member engagement is directly proportional to the quality and quantity of innovative ideas generated.

5.  Inspire a Vision | A leader must be able to articulate a vision for innovation that inspires his or her team members, not only in terms of organization success, but also in terms helping individual team members envision their own contribution towards innovation.

In Summary

• Invention is isolated; innovation is connected- An inventor works alone to create an idea while innovation is a collaborative process in which people act with and support each other
• Engaged people make for better innovation- Increased discretionary effort promotes creative thoughts and new ideas…leading to innovation
• Creativity can be stunted in an organization where no one wants to look bad or admit defeat- It must be OK to make mistakes
• Listening is critical to innovation- It’s a collaborative process. It starts at the top–unwavering support from leaders is essential
 to nurture the kind of behavior that sparks innovation

* Admiral H.G. Rickover is best known as the father of the nuclear navy and of civilian uses of nuclear power.

Tags: creativity,innovation,leadership development,Richard Richards