Friday, October 2, 2015
Geniality Creating I 7 Getting Insights Right Now
...In Getting The Geniuses In Your Organization To Perform For
You Instead Of You Performing For...
A. Let's start with de basic idea of innovation:
Innovation: a new idea, more effective device or process. Innovation viewing as the application of better solutions that meet new requirements, inarticulated needs, or existing market needs.
This accomplishing through more effective products, processes, services, technologies or ideas that are readily available to markets, governments and society.
Thus, innovation is something original and more effective and, as a consequence, new, that "breaks into" the market or society.
A novel device is often described as an innovation, in economics, management science, and other fields of practice and analysis innovation is generally considered to be a process that brings together various novel ideas in a way that they have an impact on society.
The robotics engineer Engelberger asserts that innovations require only three things:
A recognized need,
Competent people with relevant technology, and
B. Where do we go wrong?
If your organization is conducting innovation leadership training, the odds are it’s failing. Very simple reason why: You are focused on training leaders to lead people, not training leaders to build and lead systems.
You are surely failing because we tend to place an inordinate amount of attention on the individual leader.
We idolize our organizational leaders as heroes, and we think of individuals as the prime cause of things like innovation.
We write case studies: innovative institutions and innovative ideas; generally attributing the innovation to the individual leader . . . the great, daring, breakthrough thinker.
No wonder that when we set out to create training and development for innovation leaders we think about . . . the individual leader.
Consequently, we think about what individuals can do in an organization to create or encourage innovation . . . in other individuals.
Innovation is a product of culture (not individuals).
Culture is an emergent factor of systems (not individuals).
Therefore, systems drive innovation (not individuals).
If the logic and assumptions of this syllogism hold, then you find that the most critical aspect of building an innovative organization — systems — is absent from your training and development planning.
As examples of how systems issues can influence your innovation strategy, consider these three characteristics of innovative cultures and ask whether each is more profoundly influenced by individual leaders or systems.
If you are thinking more about how you build systems, and little less about how you develop individual leaders?
C. So, we want to create systems that nurture geniality:
It is simple in theory but nobody explains you how to do that! That's why I give you 7 getting insights right now - building blocks for your business-system
1. Power of 10
4. Dream Catcher
Let's start, because geniuses are just that because they know how to do things that nobody else know how to do. Only they don't know that they are the only one that can do it.
Oh, geniuses, are so unique and they think that everybody knows how to do it.
Basically, you as a manager and leader have to give these people in your organization the right tools to do just and only do that what they are good at.
And yes, you will not recognize these people. That's why you want to get everybody doing these 7 getting insights right now:
1. Power of 10:
Ask yourself this simple question: what would I like to do the rest of my life without being bored?
Yes, let the people that are really good at the job just do this one thing.
What do we know already. It takes just 5 minutes to get al the new ideas in because if you can't state it in a blink, you won't be able to state it in the next month, even if somebody gave you the order to do so. In 5 minutes one must have a gut feeling that what's asked is even remotely possible.
Don't start were you're at now. Ask people to take a leap into the future and let them describe that future with a laser-point accuracy. Take notes or tape it. Start you're innovation-process based upon these insights!
4. Dream Catcher:
Take every day of the next week a couple of pictures with one question in mind: "What is the future of our company?"
After a week let the person explain the pictures they took. If you've ever been amazed, this will be the moment.
Oh, and if you don't believe me, look at the notes after a year. You'll see how much the future will look like what people described a year ago.
Give everybody two hours today to think on their own, this is everybody for themselves on one topic. The next day, you do the same exercise. Continue, until you you find the answer.
Let a person in free associating mode imagining for 12 minutes about the innovation. Then let him or her jump of a cliff (imagine, ok!) and let them tell you what they've seen.
Let someone read several books on different topics. And ask him then to visualize the possible answers that come to him or her.
Just try one of these techniques to get your team going. You'll be amazed how fast some problems disappear like snowflakes in the sun.
Imagine how creative your corporate environment suddenly will become and how many geniouses you will create overnight.