Action: Get Moving or Accept the Consequences
The critical part of the Out Think journey is the doing — putting action to the words, values and ideas. All the curious inquiry, deep exploration, thoughtful conversation and mindful reflection won’t amount to any kind of inno- vation — much less remarkable innovation — unless we act.Action distinguishes innovation from creativity.
At this point in the Out Think journey, the volume of activity and experimentation is critical, and the innovative leader celebrates failure and success equally, punishing only in action.This part of the innovative process requires rapid prototyping and active experimentation. Many innovation journeys stall at this point because of failure to actually take out a hammer, put pen to paper, write the code, build the prototype, or otherwise get our hands dirty.
One of the most important drivers of innovative out- comes is action that is novel and unique. Unfortunately,
a characteristic of being human is a persistent sense of overconfidence when it comes to habitual activities.
We all often suffer from overconfidence in our abilities and knowledge of a wide range of subjects.We believe that we will be correct more often than we usually are regarding those behaviors and beliefs in which we regu- larly participate. If unchecked by organizational culture, managerial oversight and self-reflection, overconfidence can lead to failed endeavors and poor decisions for us and for our work. Here are a few actions and behaviors to help overcome decision overconfidence:
• Solicit the Opinion of More People: When we ask a larger group of people their opinion on a ques- tion, their collective judgment is almost always better than our own.
• Solicit Your Own Second Opinion: Try asking your- self the same scenario and decision outcome in a differ- ent way, and see if you come to the same conclusion.
• Consider the Extremes: We should ask ourselves what we consider the extreme positive and negative boundaries of these outcomes.
• Separate Our “Deciding” Self from Our “Do- ing” Self: When we conclude the deliberation, shift to our “doing” self, and act on that decision, it’s im- portant to remain optimistic, focused and steadfast in supporting our “doing” self.
We can test hunches by assessing our experience with the situation or problem, gaining timely and direct feedback, recognizing the degree of complexity influencing cognitive and intuitive evaluations, and discerning the personal level of desire to take one course over another. l
Signature: Make It Your Own
A signature innovation comprises the core identity of those who have joined in the innovation journey, executed with the unique personalities of everyone participating and sustained by the mission of the organization. Signature in- novation isn’t easily copied or pirated because it comes out of a truly unique cultural identity within an organization.
Most organizations recognize and embrace the notion of modeling best practices — studying operations and teams that exemplify the kinds of traits and behaviors they wish to learn from and adopt. Such modeling can be useful in many situations to gain market share and adapt quickly to developing technologies. Being a fast follower — a second or third to market — can be quite powerful. Facebook came along after Friendster and MySpace were in the marketplace.The iPhone was eight years late to the smart- phone business.
Yet creating signature solutions is unlike a wholly bor- rowed, or “best,” practice. If a company aspires to being the best in its market, it has to lead. And only by the orga- nization’s developing its own voice — its signature — can it attain this leadership position.A company with signa- ture solutions will get unique products to market faster and establish brand loyalty because it doesn’t get bogged down in copying others or creating commodity products. Signature innovations are based on a unique blend of in- dividual and organizational personalities, intentions
and convictions. l
Purpose: Connect with “Why”
Business models, manufacturing and distribution pro- cesses, brand loyalties, pricing strategies and even profits are not why companies exist.To survive, companies must provide products and services that the market recognizes as valuable, and do so on a sustainable basis.To do this, com- panies need the committed creativity and involved passion and initiative of human beings.The surest way of gaining this is to connect people with a greater sense of purpose. No matter how mundane or utilitarian an employee’s task may seem, the greatest leaders can help connect that task and that person to a greater sense of meaning.
Ultimately, innovative products that have lasting value in the world must be connected to a larger purpose — one beyond self or financial gain — that serves the community touched.Why? Because with purpose we bring something of greater value to our community — local, national or global.
Action: Get Moving or Accept the Consequences
The critical part of the Out Think journey is the doing — putting action to the words, values and ideas. All the curious inquiry, deep exploration, thoughtful conversation and mindful reflection won’t amount to any kind of inno- vation — much less remarkable innovation — unless we act.Action distinguishes innovation from creativity.
At this point in the Out Think journey, the volume of activity and experimentation is critical, and the innovative leader celebrates failure and success equally, punishing only in action.This part of the innovative process requires rapid prototyping and active experimentation. Many innovation journeys stall at this point because of failure to actually take out a hammer, put pen to paper, write the code, build the prototype, or otherwise get our hands dirty.
One of the most important drivers of innovative out- comes is action that is novel and unique. Unfortunately,
a characteristic of being human is a persistent sense of overconfidence when it comes to habitual activities.
We all often suffer from overconfidence in our abilities and knowledge of a wide range of subjects.We believe that we will be correct more often than we usually are regarding those behaviors and beliefs in which we regu- larly participate. If unchecked by organizational culture, managerial oversight and self-reflection, overconfidence can lead to failed endeavors and poor decisions for us and for our work. Here are a few actions and behaviors to help overcome decision overconfidence:
• Solicit the Opinion of More People: When we ask a larger group of people their opinion on a ques- tion, their collective judgment is almost always better than our own.
• Solicit Your Own Second Opinion: Try asking your- self the same scenario and decision outcome in a differ- ent way, and see if you come to the same conclusion.
• Consider the Extremes: We should ask ourselves what we consider the extreme positive and negative boundaries of these outcomes.
• Separate Our “Deciding” Self from Our “Do- ing” Self: When we conclude the deliberation, shift to our “doing” self, and act on that decision, it’s im- portant to remain optimistic, focused and steadfast in supporting our “doing” self.
We can test hunches by assessing our experience with the situation or problem, gaining timely and direct feedback, recognizing the degree of complexity influencing cognitive and intuitive evaluations, and discerning the personal level of desire to take one course over another. l
Signature: Make It Your Own
A signature innovation comprises the core identity of those who have joined in the innovation journey, executed with the unique personalities of everyone participating and sustained by the mission of the organization. Signature in- novation isn’t easily copied or pirated because it comes out of a truly unique cultural identity within an organization.
Most organizations recognize and embrace the notion of modeling best practices — studying operations and teams that exemplify the kinds of traits and behaviors they wish to learn from and adopt. Such modeling can be useful in many situations to gain market share and adapt quickly to developing technologies. Being a fast follower — a second or third to market — can be quite powerful. Facebook came along after Friendster and MySpace were in the marketplace.The iPhone was eight years late to the smart- phone business.
Yet creating signature solutions is unlike a wholly bor- rowed, or “best,” practice. If a company aspires to being the best in its market, it has to lead. And only by the orga- nization’s developing its own voice — its signature — can it attain this leadership position.A company with signa- ture solutions will get unique products to market faster and establish brand loyalty because it doesn’t get bogged down in copying others or creating commodity products. Signature innovations are based on a unique blend of in- dividual and organizational personalities, intentions
and convictions. l
Purpose: Connect with “Why”
Business models, manufacturing and distribution pro- cesses, brand loyalties, pricing strategies and even profits are not why companies exist.To survive, companies must provide products and services that the market recognizes as valuable, and do so on a sustainable basis.To do this, com- panies need the committed creativity and involved passion and initiative of human beings.The surest way of gaining this is to connect people with a greater sense of purpose. No matter how mundane or utilitarian an employee’s task may seem, the greatest leaders can help connect that task and that person to a greater sense of meaning.
Ultimately, innovative products that have lasting value in the world must be connected to a larger purpose — one beyond self or financial gain — that serves the community touched.Why? Because with purpose we bring something of greater value to our community — local, national or global.
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