Innovation managers are innovators
Innovative managers, for example, prevent absurd and senseless ideas from being implemented. Humanity has not been waiting for any product innovation, new advertising concept or additional service.
The new is not always good just because it's new. From this point of view, innovation management will then have a role that was never intended for it in the script - the role of the non-use of ideas.
The paradox of the organization
Against this background, people in organizations inevitably have conflicting experiences. On the one hand, they are brushed with even more sophisticated methods of preventing ideas, security and stability.
On the other hand, they have to endure per manent appeals à la "Be innovative!", "Change!" Or "Think out of the box!". A paradoxical situation. One could resign. But you could also reconsider the role of leadership. Organizations arise because people have to deal with practical paradoxes.
How do practical paradoxes arise?
Let's take a closer look: A practical paradox arises from the fact that an individual faces the choice of either producing something or delivering something. Both together at the same time is almost impossible. The individual solves this problem by separating space and time. By first producing and then delivering.
If the space-time separation through growth becomes impossible, an organization of subsystems with different tasks arises. This is done in the hope that these subsystems can operate without contradictions - for example, production and sales.
Reality is not contradictory
Since, however, the whole structure is not at all contradictory in reality, hierarchies are formed for the coordination of the individual units and subunits, which decide in the event of a conflict. These hierarchies are then found on the one hand in organizational charts, on the other hand in the upstream and downstream processes.
From the outside we see a big whole that we as Company or administration. Innovations at the structure or process level lead to a conflict for this whole. If we want to produce a new product, this affects the procurement, production and sales processes. When we choose a new organizational form, hierarchy levels may fall out. If we want to work on new markets, then new subunits have to be built or integrated.
Lead and feel bring each other
In dealing with these conflicts, Fritz B. Simon proposes to associate the role of leadership with the feeling in psychic systems. Emotions ultimately decide how we decide.
Neurobiology shows that any rational thought must be in harmony with our emotional experience memory, so that it can be carried through. Simplified, we could say that the feeling has the first and the last word in every decision, and that the consciousness is wrongly in favor of the divine divine. In reality, it is the interplay between the most varied instances in the brain.
According to Simon, feeling enables the individual to act quickly, to make rough assessments, to define guardrails. And that is especially true when logically in principle undecidable situations are present, so it was a paradox.
Leadership should be understood as the "feeling" in the organization
Then leadership could position itself as a sentimental counterweight to the organization's rational logic. It could allow innovation out of a feeling, because organization can not do it by nature.
It could be deliberately provoked ambiguities and conflicts in the organization. Basically, it's about "... the inability to endure ambiguity, ambivalence, contradictions, shades of gray, and paradoxes."
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