If you ask most senior executives if they are open to new ideas and approaches, they would say, "Of course!" But is that really true? Unfortunately, we found that not to be totally accurate. In fact, we found that openness to new ideas and thinking varied widely. Using our CliC innovation tool data which measures the trait Openness, we found there is a statistically significant, reverse correlation between size of company and willingness to actively engage to find new ideas. Thus, the bigger the company, the less chance executives enjoyed hearing about unique ideas and the less action they took to learn about new subjects. The implications are big for delivering innovative products and services.
Why is it such a challenge for intelligent, savvy executives to stay open to new ideas and approaches? There are two primary issues that can impact any senior leader. One is human tendency and the second is cultural conformity.
There is a natural human tendency, called confirmation bias, to dismiss information, ideas or approaches that don't fit into the "tried and true" models or what we currently believe. This is where we tend to read articles that support our views and what we already know. We also tend to like people and surround ourselves with those that have the same values and beliefs. It is more comfortable to engage with people who already think like us. Those who challenge our thinking and disagree can cause tension and conflict. And that is often uncomfortable. So, as humans we actually look for information that supports our current beliefs and literally ignore information that challenges what we believe to be true. Just so you recognize the challenge, when was the last time you thoroughly read an article after realizing you disagreed with the author?
The second issue that makes it tougher for executives to be open is that larger companies do not traditionally reward people for making mistakes or taking risks. In fact, with some exceptions, it is probably the exact opposite. Executives get rewarded for not making mistakes and avoiding risks. For example, how often have you seen an executive get in trouble for ignoring a new, untried approach with a lot of potential, in favor of a proven and accepted practice? Large company executives tend towards well-known experts and models as a way to reduce risk.
Why is this a problem? In a fast-changing, highly competitive world, it is the gray areas, the ideas outside proven thinking that create the big market shifts. If you are not open to the new and different, it is too easy for your company to get left behind. If you wait for the proven method or dismiss an idea that you do not immediately agree with, then the idea is not new or unique!
So executives must make a special effort to overcome the confirmation bias and stay open to new thinking. It requires conscious effort. If you talk with four people that all say the same thing, how much did you really learn? If you talk with four people and two say the same thing, then seek out two others that have completely different approaches. You will learn more and hopefully expand your thinking on the subject.
Why is there more openness in smaller companies? The executives are prone to the same biases but the impact is just not as prevalent. In a small company, it is easier to be aware of what is going on across the whole company and industry. Small company executives are often selling externally as well as building the organizational capability internally. They have to be jack-of-all-trades leaders in order to get the work done. They are forced to have a broader perspective because they don't have the deep staff or experts to rely on. Because they are closer to customers and a wide range of business disciplines, they have more potential to see the opportunities and connections.
The good news is that if you have only trusted the well-known experts with models used everywhere, and haven't pushed yourself outside your current expertise, you can do so! Openness is less about intelligence or capability than a mindset shift. And mindset shifts are quick but momentous. Once you start to see yourself or your world differently, the behavior automatically changes. Now that is just the coolest thing!
Suggestions to broaden your thinking:
1. Read about totally different industries or approaches. Pick a magazine off the rack at random and read about their trends and issues. Think about how that is similar or different to your business challenges.
2. Ask people outside your typical colleagues what they think. Really listen to people who come from different backgrounds or industries.
3. Spend time with the new people in your organization. Ask their opinions. It is the new person who can go beyond the cultural norms and see things with a new lens. They are not even aware why it was done that way because of some historical situation. They can innocently ask, why not a new way? Of course you need to be willing to listen and accept the feedback as a gift!
4. Seek out ideas and suggestions across departments and disciplines. It might give you a great new idea. It might also add to teamwork and engagement.
5. And yes, experts from outside your organization can also provide new approaches and thinking - so do seek them out.
6. Consciously discipline yourself to ask questions and then seek the opposing viewpoint or perspectives. It will provide you with a wider range of data that will support new idea generation as well as better decision-making.
Did you know that one of the first designers of the neonatal care units was inspired by seeing chicken incubators in a zoo? Recently, a doctor in an African nation frustrated by the inaccessibility of replacement parts, learned how to build and maintain the incubators using car parts... which are much more available in Africa than high tech medical equipment. Brilliant!
Sometimes a great idea can come from a most unlikely source. Be open to new thinking. It will help you discover new ideas and be a better leader. No promises, but you just might be more fun at parties too!
Dr. Sally Jamara is the designer and creator of the validated CliC Innovation Tools. You can learn more about how to improve your individual, team or organizational innovation capabilities by contacting her at SJamara@TraversaConsulting.com. Or, visit the websitehttp://www.CliCassessments.com. Feel free to call her at 770 642 0135
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There is a natural human tendency, called confirmation bias, to dismiss information, ideas or approaches that don't fit into the "tried and true" models or what we currently believe. This is where we tend to read articles that support our views and what we already know. We also tend to like people and surround ourselves with those that have the same values and beliefs. It is more comfortable to engage with people who already think like us. Those who challenge our thinking and disagree can cause tension and conflict. And that is often uncomfortable. So, as humans we actually look for information that supports our current beliefs and literally ignore information that challenges what we believe to be true. Just so you recognize the challenge, when was the last time you thoroughly read an article after realizing you disagreed with the author?
The second issue that makes it tougher for executives to be open is that larger companies do not traditionally reward people for making mistakes or taking risks. In fact, with some exceptions, it is probably the exact opposite. Executives get rewarded for not making mistakes and avoiding risks. For example, how often have you seen an executive get in trouble for ignoring a new, untried approach with a lot of potential, in favor of a proven and accepted practice? Large company executives tend towards well-known experts and models as a way to reduce risk.
Why is this a problem? In a fast-changing, highly competitive world, it is the gray areas, the ideas outside proven thinking that create the big market shifts. If you are not open to the new and different, it is too easy for your company to get left behind. If you wait for the proven method or dismiss an idea that you do not immediately agree with, then the idea is not new or unique!
So executives must make a special effort to overcome the confirmation bias and stay open to new thinking. It requires conscious effort. If you talk with four people that all say the same thing, how much did you really learn? If you talk with four people and two say the same thing, then seek out two others that have completely different approaches. You will learn more and hopefully expand your thinking on the subject.
Why is there more openness in smaller companies? The executives are prone to the same biases but the impact is just not as prevalent. In a small company, it is easier to be aware of what is going on across the whole company and industry. Small company executives are often selling externally as well as building the organizational capability internally. They have to be jack-of-all-trades leaders in order to get the work done. They are forced to have a broader perspective because they don't have the deep staff or experts to rely on. Because they are closer to customers and a wide range of business disciplines, they have more potential to see the opportunities and connections.
The good news is that if you have only trusted the well-known experts with models used everywhere, and haven't pushed yourself outside your current expertise, you can do so! Openness is less about intelligence or capability than a mindset shift. And mindset shifts are quick but momentous. Once you start to see yourself or your world differently, the behavior automatically changes. Now that is just the coolest thing!
Suggestions to broaden your thinking:
1. Read about totally different industries or approaches. Pick a magazine off the rack at random and read about their trends and issues. Think about how that is similar or different to your business challenges.
2. Ask people outside your typical colleagues what they think. Really listen to people who come from different backgrounds or industries.
3. Spend time with the new people in your organization. Ask their opinions. It is the new person who can go beyond the cultural norms and see things with a new lens. They are not even aware why it was done that way because of some historical situation. They can innocently ask, why not a new way? Of course you need to be willing to listen and accept the feedback as a gift!
4. Seek out ideas and suggestions across departments and disciplines. It might give you a great new idea. It might also add to teamwork and engagement.
5. And yes, experts from outside your organization can also provide new approaches and thinking - so do seek them out.
6. Consciously discipline yourself to ask questions and then seek the opposing viewpoint or perspectives. It will provide you with a wider range of data that will support new idea generation as well as better decision-making.
Did you know that one of the first designers of the neonatal care units was inspired by seeing chicken incubators in a zoo? Recently, a doctor in an African nation frustrated by the inaccessibility of replacement parts, learned how to build and maintain the incubators using car parts... which are much more available in Africa than high tech medical equipment. Brilliant!
Sometimes a great idea can come from a most unlikely source. Be open to new thinking. It will help you discover new ideas and be a better leader. No promises, but you just might be more fun at parties too!
Dr. Sally Jamara is the designer and creator of the validated CliC Innovation Tools. You can learn more about how to improve your individual, team or organizational innovation capabilities by contacting her at SJamara@TraversaConsulting.com. Or, visit the websitehttp://www.CliCassessments.com. Feel free to call her at 770 642 0135
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