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Text comes from the book: "Pattern breaker. The art of turning the game ”(2013), published by Murmann Verlag, reprinted with the kind permission of the publisher.

Here writes for you:

stefan-Kaduk photoDr. Stefan Kaduk is a management researcher and bestselling author. Kaduk studied business administration at the Ludwig Maximilians University in Munich and works at the Institute for the Development of Sustainable Organizations at the University of the Federal Armed Forces in Munich and has worked with the economist Dr. Dirk Osmetz and the holder of the chair for international management at the Bundeswehr University, Hans A. Wüthrich, initiated the pattern breaker project. The goal is: to develop and implement more intelligent forms of leadership in companies. More information at www.musterbrecher.de All texts from Dr. Stefan Kaduk.

Innovation Future trends & new thought patterns: 2 X 5 tips for counterintuitive leadership

Robert I. Sutton, Professor at Stanford Graduate School of Business, spells it out radically: "Managing creativity ultimately means turning everything we know about good management upside down."

innovation

Take more chance!

Eddie Obeng, founder of one of the first virtual business schools
worldwide, complained that regulated processes with clear subordination and decision-making structures no longer allowed coincidences. Instead of yourself
To “treat” the surprising is a lot to invest over the years
Energy in predictions already made at the time of publication
are out of date.

Ulf Pillkahn, Key Expert for Strategy, Innovation and Foresight
of Siemens AG, goes a step further. He wants that
Reactivate the random and suggests promoting innovations by drawing lots. This saves you the pointless procedure
the assessment of opportunities according to classic project logic, which suggests a clear result.

Innovation needs space without justification

No decision-maker, no translator, no ideas-maker have to justify themselves for the work on a new topic, for the time spent or for the failure. Because alone the chance decides what is followed.

People create another space for themselves without justification when they network outside the company - often in their free time - and work on creative solutions to difficult problems with the help of virtual forms of collaboration.
InnoCentive is one such platform on which organizations can post problems that others then solve for them.

Irritating reality

The radicalism may be irritating. And as he writes in his book "Weird Ideas That Work", Robert I. Sutton wants to attract attention with radical ideas.

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“After all, unusual, even weird management principles are more exciting and more memorable than bland conventional recipes. It means betting on ideas without paying attention to the return. It means ignoring what has worked so far. It means bringing happy people together and turning them into Streit to entangle. It means hiring applicants who make you feel uncomfortable. And employees who don't want to listen when customers make suggestions should be praised and promoted. "

What are Contraintuitive Ideas?

But there is another important point for him. The ideas he cites are called contraindications. That is obvious: if Company If they really want the new, they have to do things that are in contradiction to the known.

One could now ask: Doesn't the contraintuition exclude the feeling? We have experienced exactly the opposite in our research and practice. Counterintuitive is mostly understood as "contradicting common sense" - it seems more apt
us: "contradicting the trained common sense".

Contrary to common sense - 5 examples

We do not mean rationalization with contraintuition. But an attitude that resists the first reflex, the standard reaction, the usual assessment, the quick conclusion.

Some examples of counterintuitive ideas are:

  1. an entrepreneur of the automotive supply industry, who has broken the departmental logic and paid his temporary workers on a tariff and better than their employees;
  2. a hotelier who invests half of his working time in the training of employees of his hotels and resorts;
  3. a consultancy firm in which the employees themselves determine their salary;
  4. the founder of a drugstore group with 40 000 employees, who do not use internal cost accounting;
  5. a furniture manufacturer who chooses his own customers and who are second to the furniture and people.

How do contraintive ideas arise?

Most of these people have felt in the course of their work that there is an alternative to the obvious. Innovation requires counterintuitive action. New things can only arise in classically managed structures if they are disregarded or ignored. Let's summarize:

  1. Pattern breakers don't like "fish fingers". You have lost faith in innovation management.
  2. Pattern breakers create spaces without justification. These spaces evade the logic of the organization and give people the freedom to try things out safely.
  3. Pattern breakers give chance a chance. He is superior to a selection of ideas according to purely rational criteria.
  4. Pattern breakers have the courage to be counterintuitive and feeling Guide.
  5. Pattern breakers form a strong counterbalance to rational organizational logic.

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