Creating the Innovation Culture Leveraging Visionaries, Dissenters and Other Useful Troublemakers in Your Organization

Leaders the world over would have no trouble agreeing that innovation is the single most important criterion for business success in the future. Organizations need to innovate to survive, and they know it. So why do most companies have such a dismal track record of trying to harness creativity? While innovation is desperately needed to survive in the new economy. It doesn't necessarily fit well into traditional organizational cultures. Much as organizations often say they want and need innovation, they often reject it when it comes. In fact, some unintentionally kill it. They hire creative people and then prevent them from using their skills. Encouraging true innovation is hard because, by definition, innovation is about different ideas that challenge traditional assumptions and ways of doing business. And, too often, being different is perceived as dissent, which leads to conflict. Dissenters of any kind are generally unwelcome. They can be difficult to deal with, single-minded, and politically naiuml; ve. But they also bring new ideas from the very fringes of the organization, and shake up the tried and true ways of doing business, sending ripples throughout the firm. They are the "wild ducks" in the organization, because they won't fly in formation. While this can be an exciting source of innovation, it can also cause many problems for managers who have to manage other people and processes. But dissenters are also an organization's greatest resource in the information economy. Creating the Innovation Culture gives managers at all levels practical strategies and hands-on advice for encouraging and managing innovation and dissent, while avoiding too much conflict, which can paralyze the organization. Identifies the four main things managers need to do to encourage dissent and, therefore, innovation in their organizations. Illustrates the many ways in which managers and organizations stifle dissent- even the positive things that can inhibit it. Explains how to recognize when healthy dissent crosses the line and becomes undesirable conflict. Outlines the role of the middle manager as a broker of opportunities for innovation and collaboration. Shows managers how to identify and coach dissenters, and act as their "political handler" in getting their ideas accepted in the company. Deals with processes and mechanisms that support and sustain innovation. Includes numerous examples, sample dialogues, end-of-chapter summaries, and an "Underground Dissent Quiz." Creating the Innovation Culture is not about suppressing conflict, but about how to surface, increase, and manage the level of healthy dissent. It's about how to foster an environment where innovation occurs because of the culture, not in spite of it.Horibe, Frances is the author of 'Creating the Innovation Culture Leveraging Visionaries, Dissenters and Other Useful Troublemakers in Your Organization' with ISBN 9780471646280 and ISBN 0471646288.