“The central task of education is to implant a will and a facility for learning; it should produce not learned but learning people. The truly human society is a learning society, where grandparents, parents, and children are students together.
In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists.”
– Eric Hoffer, Social and Political Philosopher, 1902 – 1983

“Innovation is less an act of intellect than an act of will – Innovation is the market introduction of a technical or organisational novelty, not just its invention.”
– Joseph Schumpeter, Economist and Political Scientist 1883 – 1950

The five whys is a very useful tool and the notion of ‘we’ve always done it that way’ is almost always the wrong answer. As specialists we are afraid at times to ask why as it gives the impression we don’t know. Rather, when I ask why I want to give the impression that I am trying to understand the issue more. Having that inner self-confidence is an important skill I feel.

Really appreciate your input.

“Great ideas don’t come as sudden gifts, [Ashton] says. Creation is a grueling process, one that involves long nights, missteps and building slowly on what’s come before. To make his case, he sifts through social science and history to debunk the aha stories behind the creation of the iPhone, the discovery of a popular cancer cure and the magic of Woody Allen’s humor. Along the way, Ashton also throws cold water on some management tropes. Brainstorming doesn’t work. Financial rewards don’t lead to inspired results. Teamwork isn’t as creative as a two-person effort . . .

“Being a genius is hard work. But that spark is in all of us. Or, as Ashton writes, ‘we are more like Leonardo, Mozart, and Einstein than not.’”

A vital ingredient for any innovative spark is the bravery (and acceptance by others) of saying something that isn’t perfect. If that stems from our mistakes (or not hitting our own expectations), we shouldn’t hide them from others. Every bright idea and different way of doing things is never perfect the first time. It does take many iterations. If you tell someone about a mistake, what is really the worst thing that will happen? As people, we have a habit of catosrophising the outcome (or always thinking the worst) when in reality, that doesn’t happen.

Too often, firms just focus on creativity (the new idea). While this is vital, it’s just the starting point. The problem with these firms that do so and do not have a clear reason for doing so (delivery of value) is that it often has an opposite effect in the workplace – “we tried that and nothing happened” and has the effect of disengaging the workforce. Government is the showcase here! In most cases, ‘government innovation’ is an oxymoron for exactly this reason. When it does work, it increasingly occurs when there is a focus on cost reduction or improved customer experience as the drivers – and they can deliver enormous value (think about the creation of CentreLink back in the late 90’s from two separate departments and the resulting new business models – via not for profits – for service delivery arising from the need to both cut costs and deliver more value!!). I’m not arguing innovation only at this level – it should be part of the everyday for all staff and at all levels…

I agree there is too much navel-gazing around the semantics on definitions – just get on with trying new ‘stuff’, overcoming the organisational barriers to inertia (of which there will be many) and deliver value…easy preezy!!