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Sources, Strategies & Secrets of Innovation
Revealed!

By Bill Thomas
October, 2002

Innovation:
Secrets, Sources, Strategies, Practices
Revealed!

One of today's confused, abused, and most misunderstood concepts is that of innovation. Some people believe it takes a "kiss from the muse" to conjure up innovative ideas, others think a "flash of genius" is the exclusive source of innovation - and still there are those who feel that innovative thinking only applies to the realms of physical science or information technology.

Few knowledge workers employ the systematic, persistent, and entrepreneurial practice of innovation, even fewer recognize their opportunities to innovate, and nearly none ever fully invest in, leverage or capitalize on their innovative competencies.

Which of those challenges do you want to overcome? Click HERE to let me know how you would use more innovative thinking in your work.

This article was prompted by another writer whose comments were recently published in one of the popular training industry ezines. I was disturbed by the fact that he was regarded as a Subject Matter Expert on Innovation.

What concerned me most about his observations was that his remarks probably reflect the beliefs of many executives, managers, and Training and Human Resource Development professionals - which means that you could find yourself infected by these misguided myths.

My inspired displeasure forced me to explore this Subject with you, my clients and friends. As the successful entrepreneur, W. Clement Stone, pointed out,
"All the world's progress in every field of activity has been the result of action by men and women who experienced inspirational dissatisfaction - for it is [that wholesome form of dissatisfaction] that converts the magic of desire into reality."
To learn how to use this secret and other powerful strategies for innovative thinking, I urge you to read:
The Success System That Never Fails, by ultra-millionaire, W. Clement Stone


I'd like to take a closer look at a few of the misconceptions, inaccuracies and erroneous conclusions drawn by the author of that ezine article, so we'll examine them in detail, and clarify each point as best we can.

People performing knowledge-dependent tasks in all types of organizations need intimate comprehension of innovative sources, stages, strategies, practices and opportunities.

The first statement contends that, "almost all innovation comes through social and collaborative interaction."

  • While we acknowledge that innovative efforts have been the result of like-minded people, in a word, innovation is the fruit of those who act in a harmonious spirit of cooperation.
    However, the spark of innovative desire usually resides within a single person, whose persistence, determination and persuasiveness keeps the pursuit of creative solutions moving, rolling, or going forward.
    Would you like to be an enabler who nurtures innovative passion in others?


  • We must recognize that in addition to these "social and collaborative interactions", innovations can also be spawned through: mutual exchanges, during the course of nominal transactions, direct individual actions, observations or inaction

  • These innovative activities may be motivated, inspired or frustrated by aspects of: "uncertainty", "tension", "conflict", "dissonance", "a break in logic", "apparent irrationality", "discontinuity" or are "unrhythmic" in nature.

    Emil Zahner, of the CanMor Institute, further extends our knowledge of these motivations by classifying them as "Supportive Characteristics" of Innovation - these traits are attained through exercising control over our mental states or attitudes:[2]
    1. When the mind is at: Interest Level - it is supported via an attitude of: Fascination [attracted to, allured, charmed or delighted by]
    2. When the mind is at: Recognition - it is supported via an attitude of: Familiarity [intimate, associates or acquainted with, knowing or experienced]
    3. When the mind is at: Reaction - it is supported via an attitude of: Open Mind - What [if, could, about]?
    4. When the mind is at: Mind control - it is supported via an attitude of: Fear control
    5. When the mind is at: Results - it is supported via an attitude of: [prepare, searching or ready for] Progress
The question of, "what drives innovation?, emphasizes our need to understand the first-cause, origin, or genesis of innovation.
  • "Demand for change is the key driver" - this implies that change can be brought about by merely giving a request, demand or command.
    Because, generally speaking, people will avoid making voluntary changes in their situations, traditions, beliefs, attitudes, circumstances or behaviors, you won't get very far by simply asking them to change


  • "Change leads to problems being revealed..." - Do you agree that problems, difficulties, or crises are a few of the reasons why people tend to change?
    Change doesn't happen without some problem, challenge, or 'dissatisfaction' first confronting us or in some way being revealed to, perceived or intuitively sensed by us.
    How many opportunities to innovate, change or improve can you find in your workplace?
How Can We Untangle This Convoluted Mess?
"Understanding how to create solutions leads to gaps in our knowledge"
This process seems slightly out-of-sequence - whenever we encounter problems, difficulties or challenges, isn't that the time when we notice that there are "gaps in our knowledge"?

When those gaps are found, that's when we normally search for solutions, or ways to bridge or augment our knowledge.

So the first thing that we understand is that our knowledge has shortcomings [let's call it a "deficit"], and then we hunt for facts, ideas or theories to help us erase our knowledge-deficit.

"gaps in our knowledge leads to innovation to fill those gaps and consistent process finally delivers the required change."

In our search for those 'deficit-filling' facts, ideas and theories, we begin to see, discover or uncover one or more of these phenomena:
  • the unexpected,
  • the break in logic, assumption or rhythm, or
  • the change in structure or paradigm behind the "problem"


  • That means when we walk on the path towards innovation, we are 'on-the-right-track' to that place where:
    1. we must do our work with or on things in different ways,
    2. we take more effective actions on the things that we work with or on,
    3. we must work with or on things with greater levels of efficiency.

    "Innovation takes place at all levels of the company - not just in the research department." (Seely Brown, 1998, HBR) [3]

    If you're prepared to enrich your Innovative Thinking skills , energize your process for Systematic Innovation and empower your Innovative Mind - then you should enroll in this proven program for Heroines and Heroes and discover your hidden talents for breakthrough results.

    How Do You Become a Heroine or Hero?
    Syntopic "Heroic" Program Members regularly attain outstanding professional growth in their endeavors through the personal attention, flexibility and impact of this affordable 3-month long training and coaching follow-up Program. If you're hungry for "breakthrough results" that are GUARANTEED to deliver 100% Measurable Successful ROI then you have to:
    Click HERE to "reach-for Heroic Status" and Enjoy the Fruits of Sweet Success today!

    References:

    [1] "Innovation is the Key to Success", James Macfarlane, CEO, EvolvedThinking Inc., © Information World Review, Oct.14, 2002
    Post your comments HERE

    [2] CanMor Institute - Systematic Innovation... Emil Zahner, Systematic Innovation and Mind Control, © 2000

    [3] Harvard Business Review [HBR]
    Still the best tool for leaders and innovators - Get your subscription to HBR, make this your year for success!

     

    Bill Thomas is Managing Principal of Syntopic Intelligence and Senior Vice-President of Mustard Seed Investments, Inc. He consults with clients in over 75 countries on various business, organizational and technology issues. He also writes and lectures on new models, skills and resources for knowledge work and the Knowledge Economy.
    He can be reached at: mailto:bill@syntopic.net?Subject:Ezine Article

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