Our approach to improving innovative thinking is based on our understanding of how innovation really happens in organizations and what prevents individuals from being systematically innovative.

How innovation happens

Innovation only happens when individuals and small teams apply innovative thinking.

Cultures, organizations and their managers can only enable or prevent innovation. Therefore, our approach is, on the one hand, to train the Managers in the art and science of managing an innovative organization and teams and, on the other hand, to train the individual employees to be able to think effectively in an innovative manner every time they need to.

What prevents innovation in organizations

There are many reasons why innovation is stifled in organizations but over the past 20 years we have identified two critical reasons for the resistance to innovation.

We never learned innovative thinking.

First, individuals rarely learn formally to think in an innovative way. The only way they have ever learned to think is the school system. That school thinking system is measured by IQ-type tests and is based on a few simple principles such as:

• There is only one question and one answer.
  • Questioning the question is risky.
  • Giving another answer than the one in the book is risky.
• The question is what the teacher asks and the answer is what the teacher expects.
  • Any other answer can be dangerous
  • There is a premium for a fast answer.
  • You will always succeed by giving the answer from the book.

It is reliance on only one thinking system that prevents innovation in most people. The question is never “questioned” and the first answer is the answer. That system was very effective in the old Industrial Economy and “command and control” industrial organizations. Today, it prevents individuals from being innovative and from dealing with change effectively.

The Ideaction methodology is a complete system that individuals and small teams can use any time they need to solve problems or be innovative. It emphasizes focusing first on the problem and understanding it perfectly (including its boundaries) before applying creativity. It allows individuals to accept ambiguity as a necessary part of the problem solving process.

We still confuse innovation and creativity.

The second main cause for the lack of innovation, in particular in large organizations, is the misunderstanding between creativity and innovation. Our definitions are:

• Creativity is having ideas, any new ideas.
• Innovation is successfully implementing useful new ideas.

Most organizations cannot handle a steady stream of creative people running around with great ideas because they fear it would cause complete chaos in the organization. After a few people try to be really creative, creativity initiatives are usually placed on a shelf, never to be heard about again.

Ideaction is based on a rigorous process that defines at the outset the boundaries within which the good ideas must fit. These real boundaries (as opposed to obsolete paradigms and assumptions) define what is implementable and ensure that the teams work to find real solutions that will create better change, not just “creative” ideas.

Teaching Innovative Thinking

Innovative Thinking is a skill. Innovative thinking skills, just like accounting or marketing skills are not innate or instinctive, they need to be learned. The consequence is that too many leaders want their staff to be “innovative”, to generate more and better ideas all the time, but they have very little idea about what that really means and, more importantly, how it happens and what prevents it (see the Knowledge Worker Productivity newsletter).

Here are some of the principles we apply to improve innovative thinking:

1. Training intact teams

We recommend training intact teams (teams that usually work together) with their managers.

Our experience has demonstrated without any doubt that training participants at random in a large organization does not change behaviors, unless the whole organization is trained over a very short period of time. In the case of innovation, we are asking participants to change some of the most fundamental aspects of their success, the way they think and solve problems.

If we train participants at random, they are enthusiastic after the session. However, when they return to the workplace and work with co-workers and, more importantly, with managers who have not attended any of the Ideaction sessions, they are reluctant to apply what they have learned, and, if they try, the managers may not understand what they are trying to do and may not encourage the new behavior. In these cases, the training program becomes an event rather than a new process.

2. Training executives and managers first

We recommend training and coaching the executives and managers before training their employees so they understand the importance of their role in the innovation process. Their role is to encourage their employees, to help them identify opportunities for innovation (asking questions, such as Why? Why Not? What if? And How to?). They also need to encourage the use of the process, remove road-blocks, align ideas and innovations with business priorities and become the champion of their employees’ innovative ideas.

It is critical that managers understand that, despite all the training and external coaching they receive, they can prevent innovative behaviors in their “ward” without realizing it. It is, in fact, much easier for them to do so than to encourage innovation. Finally, they need to learn how to role model the fact that they value innovative thinking and innovative approaches.

3. Training internal experts or facilitators

In our experience, it is extremely beneficial for the organization to train a small group of internal ”champions” and coaches who can encourage the use of the innovation methodology with their peers and ensure innovation projects are successful.

The champions are all volunteers (usually young high potential employees) who receive 2 additional days of training in consulting with the Ideaction process and in team facilitation. The added skills enable them to become internal innovation consultants and problem solvers.

4. Customizing the training to each target group

Ideaction will customize the program to answer the needs of each target group. For example, the program for the Sales Force would probably be very different than the program for the Marketing staff.

5. Working on actual issues during the sessions

We recommend working on actual issues for the group during the pilot sessions (for example: How to improve innovation in our Department?) This Action Learning model specifically enables the participants to identify clearly and jointly what innovation really means for them and their departments, and to build their confidence in using the Ideaction innovation tools.

6. Continuous coaching, learning and recognition/reward

We recommend planning follow-up coaching and reinforcement programs for all participants. Our experience is that innovative attitudes cannot come solely from training programs. Developing new habits and reflexes on the job can take from 4 to 12 months and reinforcement is necessary.

The Manager's role is critical in this regard and Managers should discuss Innovation initiatives at every Management meeting. In addition, an Innovation task group can become a permanent “Office of Innovation” that can play an important role in monitoring the implementation of the innovation process and in ensuring that the process is adhered to.

Innovation efforts and successes should be regularly rewarded. We recommend in particular that Innovation initiatives and participation in Problem Solving teams be part of everyone’s personal objectives, including senior management.

7. Integrating Innovation in all the organization’ core processes

We recommend that the organization review all its internal processes for opportunities to integrate the new innovative thinking methodology and tools into them. This will align all the processes with the innovation objectives and “hard-wire” the behaviours so that innovation becomes the way you work.