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From Dr. Stefan Kaduk (More) • Last updated on October 04.02.2024, XNUMX • First published on 06.06.2016/XNUMX/XNUMX • So far 5397 readers, 1171 social media shares Likes & Reviews (5 / 5) • Read & write comments
Robert I. Sutton, Professor at Stanford Graduate School of Business, radically spells it out: “Managing creativity ultimately means everything we know about good management on the Head deliver."
Eddie Obeng, Founders one of the first virtual Business Schools worldwide, complained that regulated processes with clear subordination and decision-making structures no longer allowed coincidences. Instead of "treating yourself" with something surprising, you invest a lot over the years Energy in predictions that are already outdated at the time of publication.
Ulf Pillkahn, Key Expert for Strategy, Innovation and Foresight from Siemens AG, goes a step further. He wants to reactivate the random and suggests promoting innovations by drawing lots. This saves you the pointless procedure of assessing opportunities according to classic project logic, which suggests a clear result.
No decision-maker, no translator, no ideas-maker have to justify themselves for the work on a new topic, for the time spent or for the failure. Because alone the chance decides what is followed.
They create another space free of justification People even if they network outside of the company - often in their free time - and with the help of virtual forms of collaboration on creative Solution more difficult Problems tinker. InnoCentive is one such platform where organizations can post problems that others then solve for them.
The radicalism may irritate. And as he wrote in his book “Weird Ideas That Work” writes, wants Robert I. Sutton, with radical ideas awareness irritate.
“After all, unusual, even weird leadership principles are more exciting and more memorable than bland, conventional recipes. It means betting on ideas without paying attention to the return. It means ignoring what has worked so far. It means bringing happy people together and turning them into Streit to entangle. It means, Candidate set that give you a bad feeling in your stomach. And Employeeswho do not want to listen, though customers who make suggestions to them should be praised and promoted.”
But there is another important point for him. The ideas he cites are called contraindications. That is obvious: if Companys If they really want the new, they have to do things that are in contradiction to the known.
One could now ask: Doesn't counterintuition exclude feeling? We have experienced exactly the opposite in our research and practice. Counterintuitive is usually understood as “contrary to common sense” – we think it is more appropriate: “contrary to trained common sense”.
We do not mean rationalization with contraintuition. But an attitude that resists the first reflex, the standard reaction, the usual assessment, the quick conclusion.
Some examples of counterintuitive ideas are:
Most of these people have felt in the course of their work that there is also an obvious one Alternatives gives. Innovation requires counter-intuitive action. Something new can only emerge from traditionally managed structures if they are disregarded or ignored. Let's summarize:
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Dr. Stefan Kaduk is a management researcher and bestselling author. Kaduk studied business administration at the Ludwig Maximilians University in Munich and works at the Institute for the Development of Sustainable Organizations at the University of the Federal Armed Forces in Munich and has worked with the economist Dr. Dirk Osmetz and the holder of the chair for international management at the Bundeswehr University, Hans A. Wüthrich, initiated the pattern breaker project. The goal is: to develop and implement more intelligent forms of leadership in companies. More information at www.musterbrecher.de All texts from Dr. Stefan Kaduk.
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