What's the secret to unlocking the creativity hidden inside your daily work, and giving every great idea a chance? Harvard professor Linda Hill, co-author of "Collective Genius," has studied some of the world's most creative companies to come up with a set of tools and tactics to keep great ideas flowing — from everyone in the company, not just the designated "creatives."
Die wichtigste Aussage hier für mich war die Beschreibung, wie wirklich innovationsfördernde Umgebungen aufgebaut sein sollten:
"We found that innovative organizations are communities that have three capabilities: creative abrasion, creative agility and creative resolution. Creative abrasion is about being able to create a marketplace of ideas through debate and discourse.
In innovative organizations, they amplify differences,they don't minimize them.
Creative abrasion is not about brainstorming, where people suspend their judgment. No, they know how to have very heated but constructive arguments to create a portfolio of alternatives.
Individuals in innovative organizations learn how to inquire, they learn how to actively listen, but guess what? They also learn how to advocate for their point of view. They understand that innovation rarely happens unless you have both diversity and conflict.
Creative agility is about being able to test and refine that portfolio of ideas through quick pursuit, reflection and adjustment.
It's about discovery-driven learning where you act, as opposed to plan, your way to the future. It's about design thinking where you have that interesting combination of the scientific method and the artistic process. It's about running a series of experiments, and not a series of pilots.
Experiments are usually about learning. When you get a negative outcome, you're still really learning something that you need to know. Pilots are often about being right. When they don't work, someone or something is to blame.
The final capability is creative resolution. This is about doing decision making in a way that you can actually combine even opposing ideas to reconfigure them in new combinations to produce a solution that is new and useful.
When you look at innovative organizations, they never go along to get along. They don't compromise. They don't let one group or one individual dominate, even if it's the boss, even if it's the expert. Instead, they have developed a rather patient and more inclusive decision making process that allows for both/and solutions to arise and not simply either/or solutions. These three capabilities are why we see that Pixar is able to do what it does."