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Cómo construir una cultura de originalidad - Coggle Diagram
Cómo construir una cultura de originalidad
Kohlmann lit the match by creating the navy’s first rapid-innovation cel
a network of original thinkers who would collaborate to question longheld assumptions and generate new ideas.
He recruited sailors who had never shown a desire to challenge the status
and exposed them to new ways of thinking
Soon they pioneered the use of 3-D printers on ships and a robotic fish for stealth underwater missions
and other rapid-innovation cells began springing up around the military.
Research shows that entrepreneurs who succeed over the long haul are actually more risk-averse
Most people are in fact quite capable of novel thinking and problemn solving
if only their organizations would stop pounding them into conformity
When everyone thinks in similar ways and sticks to dominant norms
businesses are doomed to stagnate
leaders need sustained original
thinking in their organizations
They get it by building a culture of nonconformity, as Kohlmann
leaders must give employees opportunities and incentives to generate new ideas
it’s also critical to have the right people vetting those ideas
That part of the process should
be much less democratic and more meritocratic
organizations need to strike a balance between cultural cohesion and creative dissent.
People often believe that to do better work, they should do fewer things
But Being prolific actually increases originality
because sheer volume improves your chances of finding novel solutions
innovators do their most original work when they’re also cranking out of less brilliant ideas
Think like the enemy.
organizations often get stuck
in a rut because they’re playing defense
Solicit ideas from individuals, not groups.
when people generate ideas together, many of the best ones never get shared
these problems can be managed through “brainwriting.
Bring back the suggestion box
they multiply and diversify the ideas on the horizon, opening up new avenues
system for culling contributions—and rewarding
and pursuing the best ones
Developing a Nose
for Good Ideas
How can leaders avoid pursuing bad ideas and rejecting good ones?
Lean on proven evaluators.
not every vote is equally valuable
minority might have a better sense of which ideas have the greatest potential
fellow innovators are the
best evaluators of original ideas
Make it a contest
When is well designed,
you get a large pool of initial ideas
innovation contest not only leverages the wisdom of the crowd but also makes the crowd wiser
feedback process typically involves having a group of subject matter experts
review the submissions, rate their novelty and usefulness, and provide suggestions
Cultivating Both
Cohesion and Dissent
Prioritize organizational values.
Values need to be rank-ordered
when employees face choices they know what comes first
Solicit problems, not just solutions
it’s smarter to get all the problems out there before pursuing solutions
Don’t appoint devil’s advocates—go find them
Groups with authentic dissenters generate
more—and better—solutions to problems
Model receptivity to critical feedback.
Many managers end up promoting conformity because their egos are fragile
insecurity prevents managers from seeking ideas
Employees quickly pick up on this and withhold