The Innovation Killer: How What We Know Limits What We Can by Cynthia Barton Rabe PDF

By Cynthia Barton Rabe

ISBN-10: 0814408834

ISBN-13: 9780814408834

ISBN-10: 0814429629

ISBN-13: 9780814429624

"Knowledge is good," preaches the inscription less than the statue of school founder Emil Faber within the movie Animal condo. yet as legitimate as that declamation might be at a college, within the company international what passes for wisdom could be a killer. businesses and groups depend upon "what we all know" and "the means we do issues right here" to hurry determination making and retain a feeling of order. yet development calls for switch, probability taking, and infrequently, revolution. approaches has to be overhauled, assumptions challenged, taboos damaged. yet how do you do it? Who one of the crew will take accountability for a new initiative or unorthodox choice? Who could be keen to face up and say, in essence, that the emperor has no outfits? up to we laud the idea that of "thinking open air of the box," so much folks imagine it is a lot more secure to stick within. it is time to name in a "zero-gravity philosopher" who's no longer weighed down by way of the dual innovation killers - GroupThink and its shut cousin, ExpertThink. Such outsiders are in considerable offer, no matter if from the dept down the corridor, the department place of work, a consulting company or maybe one other corporation. Unburdened through all of the nagging concerns that plague even very potent teams, the outsider will understand new methods round an issue, establish percentages the place none looked as if it would exist, and notice strength difficulties ahead of they spin uncontrolled. in response to "The Innovation Killer", the proper 0 gravity philosopher will preferably own the next qualities: mental distance: an important instrument of the neutral observer, it allows her or him to take care of an open brain. Renaissance developments: a variety of pursuits, stories, and affects extra with ease conjures up leading edge methods. comparable services: power in a suitable quarter could lead to "intersection issues" at which strategies are frequently discovered. The publication is helping to spot whilst and why you have to name in a collaborator, the place to discover one, and the way you and your crew can begin operating with her or him. There also are thoughts for turning your self right into a zero-gravity philosopher whilst it is easily now not functional to herald a real outsider. wisdom is sweet, other than while it trumps genuine innovation. no matter if your staff is simply too concerned with the wooded area or cannot see previous the timber, this ebook may help you upload the point of view you want to make the nice judgements that may circulation your organization forward."

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Extra resources for The Innovation Killer: How What We Know Limits What We Can Imagine -- and What Smart Companies Are Doing About It

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In the experiments various numbers of participants who were in on the scheme were told to give an incorrect answer, saying for instance that line A (see Figure 2-1) was the same length as the W H AT ’ S W E I G H I N G U S D O W N Figure 2-1. Solomon Asch’s group conformity experiment. TEST A B • 30 • ................. 15875$ $CH2 03-28-06 15:49:28 PS C • 31 The tendency to conformity in our society is so strong that reasonably intelligent and well-meaning young people are willing to call white black.

4 And second, the biggest culprit—think of it as Groupthink-on-Steroids— is the tendency we have to make decisions with which the ‘‘establishment’’ (the ‘‘experts’’ in our organizations or fields) will agree. Together these behaviors weigh us down in ‘‘what everyone knows’’: crushing new ideas, stifling breakthroughs, and, yes, killing innovation before it even surfaces. And unfortunately, there is a wealth of evidence to suggest that both of these behaviors are nearly inevitable in organizations.

But Groupthink is a powerful force. NASA managers were facing extreme economic and political pressure to launch the Challenger on schedule. Where there was opportunity to doubt the conclusions of a handful of people on the contractor’s engineering staff (when NASA’s own staff considered the mission a ‘‘go’’) their circumstances made them inclined to do so. Couple this with the fact that numerous shuttle missions had already been flown with the ‘‘faulty’’ O-rings, and NASA’s thought process becomes even clearer.

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The Innovation Killer: How What We Know Limits What We Can Imagine -- and What Smart Companies Are Doing About It by Cynthia Barton Rabe


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