Innovation Future Trends and New Thought Patterns: 2 X 5 Tips for Counterintuitive Leadership


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Text comes from: Musterbrecher. Die Kunst das Spiel zu drehen (2013) by Dr. Stefan Kaduk, published by Murmann Verlag, Reprints by friendly permission of the publisher.
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Robert I. Sutton, Professor at the Stanford Graduate School of Business, it spells out radically: "Ultimately, managing creativity means turning everything we know about good management upside down." innovation

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Dr. Stefan Kaduk stefan-kaduk-fotoDr. Stefan Kaduk is a management researcher and bestselling author.

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Take more chance!

Eddie Obeng, founder of one of the first virtual business schools worldwide, complains that regulated processes with clear subordination and decision-making structures no longer allow for coincidences. Instead of “indulging” in the surprising, invest a lot of energy for years in predictions that are already out of date at the moment of publication.

Ulf Pillkahn, Key Expert for Strategy, Innovation and Foresight at Siemens AG, goes a step further. He wants to reactivate the random and suggests promoting innovations by drawing lots. This saves you the pointless procedure of assessing 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.

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People create themselves another justification-free space when they network outside the company - often in their free time - and use virtual forms of cooperation to work on creative solutions to difficult problems. InnoCentive is one such platform where organizations can place problems that others then solve for them.

Irritating reality

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

“After all, unusual, even confusing management principles are more exciting and memorable than bland conventional recipes. It means betting on ideas without paying attention to the return. It means ignoring what used to work. It means bringing happy people together and engaging them in quarrels. It means hiring applicants that make you feel uncomfortable in your stomach. And employees who don't want to listen when customers make suggestions have to be commended 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 Companies 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” - more apt seems to us: “contradicting trained human sense”.

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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 lead a contraceptive feeling.
  5. Pattern breakers form a strong counterbalance to rational organizational logic.

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