We don’t do that here
19/03/2010, Author: Luigi Paiano
Or what about these?
“We tried that – it didn’t work”
or
“The problem with that is…”
Sound familiar?
What is it that drives such negativity? It could be because of a risk averse environment, a stubborn adhesion to the business model, or, it could simply be about fear. It had to start somewhere though – and I put it to you that such phrases are also frequently heard on the lips of those who were once identified as “shining stars of creativity” – where they have been institutionalised into an environment like the ones mentioned above.
The thing is that in my opinion there is a need for this kind of thinking at some stage of the innovation journey. It is, for example, essential to the decision-making process. It is also useful when having to perform a short term whittled-down of creative ideas. This more negative behaviour is useful therefore, in providing a sense-check – to help ensure that the seeds of ideas have more chance of turning into true (successful!) innovation. In other words – something that is implemented and that realises a tangible benefit and fits to some extent with the organisation’s bottom line, purpose or vision.
So – assuming we agree that there is a place for it – what about controlling it? If this doesn’t happen the wider psychological impacts are not enticing! For example:
o People will simply not feel inclined to propose suggestions, ideas or ways to improve
o Colleagues who are motivated or driven by the opportunity to express themselves creatively will either move on or suppress their true self
o The knock on effect of this above is that the organisation has no innovative mindset, so the environment is stifled
o Innovation can still occur, but almost as underground movements in small isolated pockets. This can result in innovation being misunderstood, and only radical ground breaking innovation is seen to happen by these small pockets. The rest of the organisation say: “We don’t do that here…”
o Ultimately – little to no innovation is realised - brands can become affected, it is more difficult to attract and retain Talent, and the bank balance suffers
Now this sounds fatalistic, but unfortunately it is all too realistic.
So my tip is: provide space for it, but control it. De Bono calls this parallel thinking, naming negative thinking as the “Black Hat” - or the “Cautious and Careful” or “Logical Negative” hat. I call it the sense check. Whether you call it a ‘hat’ or not, follow these tips to control it:
1. Divorce the creative session from the sense check to avoid stifling of energy, confidence and innovative environment
2. Pre-frame and announce: Explain before the ideas session that you are going to allow a voice for caution later. Then clearly announce “Now we are going to look at each idea and provide a sense check”
3. Time this session – for example, 30 seconds or one minute per idea
4. Establish criteria so the participants know what they are ‘sense checking’ against – E.g. feasibility, safety, payback period
5. Use this only for making decisions or whittling down, and follow up with positive discussion about those ideas that have made the grade
6. Acknowledge and store all idea seeds that haven’t made it – they may come in use later!
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