Innovation managers can use their systems and Methods not achieve what they want to achieve: namely to create something new. That doesn't even have to be a disadvantage.

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Innovation managers are innovators

Innovation managers, for example, prevent the absurd and pointless ideas be implemented. Mankind has not waited for every product innovation, every new advertising concept or every additional service.

The new is not always good just because it is new. From this point of view, innovation management is given a role that it was never intended to play in the script - the role of the non-exploiter of ideas.

The paradox of the organization

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Do it against this background People inevitably contradictory experiences in organizations. On the one hand, they are brushed in the direction of idea prevention, security and stability with even more sophisticated methods.

And on the other hand, they constantly have to make appeals like "Be innovative!", "Change!" or “Think out of the box!” endure. A paradoxical situation. One could give up. But you could also play the role of Guide rethink. Organizations arise because people have to deal with practical paradoxes.

How do practical paradoxes arise?

Let's take a closer look: A practical paradox arises from the fact that an individual in front of the Choice stands for either producing something or supplying something. Both together at the same time is almost impossible. The individual solves this Problem through the separation of space and time. By first producing and then delivering.

When the space-time separation through growth becomes impossible, one arises Organization from subsystems with different Tasks. This is done in the hope that these subsystems can act without contradiction - for example production and sales.

Reality is not contradictory

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However, since the entire structure is not at all free of contradictions in reality, hierarchies are formed to coordinate the individual units and sub-units, which in the event of a conflict decide. These hierarchies can then be found on the one hand in organizational charts, on the other hand in the upstream and downstream processes.

From the outside we see a big whole that we as Company or perform administration. Innovations on the Structure– or process level lead to a conflict for this whole. If we want to manufacture a new product, the procurement, production and sales processes are affected. If we choose a new form of organization, hierarchical levels may fall out. If we want to work on new markets, then new sub-units have to be set up or integrated.

Lead and feel bring each other

To deal with these conflicts, Fritz B. Simon suggests connecting the role of leadership with feeling in psychological systems. Emotions ultimately determine how we decide.

Neurobiology shows that any rational consideration must be in harmony with our emotional memory of experience in order for it to prevail. Put simply, we could say that everyone feels decision has the first and the last word and that consciousness wrongly considers itself the sole decision maker. In reality, it is the interplay between the most diverse instances in the Brain.

Feeling, according to Simon, enables the individual fast to act, to make rough assessments, to define guidelines. And this especially when there are situations that cannot be decided logically in principle, i.e. when it is a question of a paradox.

Leadership should be understood as “feeling” in the organization

Then management could position itself as a feeling counterweight to the rational logic of the organization. She could out of a feeling Innovation allow it, because the organization naturally cannot.

Ambiguities and conflicts in the organization could be deliberately provoked. Basically, it is about “… (the) inability to endure ambiguity, ambivalence, contradictions, shades of gray and paradoxes”.


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