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Creating the Innovation Culture: Leveraging Visionaries, Dissenters and Other Useful Troublemakers

by Frances Horibe

July 2001

Intermediate to advanced

272 pages

6h 47m

English

Wiley

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1.1. The Need for Innovation1.1.1. What is Innovation Anyhow?1.1.2. Some Organizations Are Great at Innovation1.1.3. Some Are Crummy1.2. About This Book1.3. Summary1.4. Main Points
2.1. Innovation: Fantasy and Fact2.2. The Drive for Efficiency2.2.1. Innovation and Visionary Companies2.2.2. Innovation and Senior Management2.2.3. Innovation and Teams2.3. Ways around This Dilemma2.4. Summary2.5. Main Points
3.1. Resisting Innovation3.2. Speak Truth to Power3.3. Honoring Those Who Speak Truth to Power3.3.1. How Honoring Dissenters Helps Innovation3.4. Managing Conflict and Managing Dissent3.4.1. When Dissent Is Useful3.4.2. Killing a Wrong/Out-of-Date Idea3.4.3. Getting at Tacit Knowledge3.4.4. Getting at the Real Issue3.4.5. Breaking out of a Bad Pattern3.5. Won't All This Dissent Run Amok?3.6. Summary3.7. Main Points
4.1. Introduction4.2. Stages of Suppressing Dissent4.2.1. Stage 1: Arguing4.2.2. Stage 2: Listening But Not Hearing4.2.3. Stage 3: Laughing It Off4.2.4. Stage 4: Ignoring4.2.5. Stage 5: Making Invisible4.2.6. Stage 6: Forbidding4.2.7. Stage 7: Getting Rid of the Dissenter4.3. Consent and Dissent4.4. A Dissent Continuum4.4.1. Situational Dissent4.4.2. The Role of Dissenter4.4.3. Underground Dissent4.4.4. Whistle-blowing4.5. Good Dissent and Bad4.5.1. Stupid Dissent4.6. Your Tasks in Supporting Dissent4.7. Summary4.8. Main Points

5.1. Introduction5.2. Shoot the Messenger5.3. Send Mixed Messages5.4. Never Apologize (Never Be Wrong)5.5. Play Politics5.6. Intimidate5.7. Summary5.8. Main Points
6.1. Introduction6.2. The Dangers of Best Practices6.3. The Downsides of Treating Everybody Equally6.3.1. What Would It Look Like?6.3.2. Is it favoritism?6.4. The Drawbacks of People with Your Values6.4.1. Personal Preferences6.4.2. Company Values6.4.3. Fundamental Values6.5. The Pitfalls of Designing a Process to Capture Good Ideas6.6. Summary6.7. Main Points
7.1. The Role of the Dissenter7.2. A Package Deal7.3. The Urge to Tame Wild Ducks7.4. All That Glitters Is Not Gold. How to Differentiate between Dissent and Undesirable Behaviors7.5. Summary7.6. Main Points
8.1. A Cautionary Tale8.2. Manager as Political Handler8.3. Gathering Support8.4. Providing Air Cover8.5. Taking and Getting Credit8.6. Managing Expectations8.7. Getting Cooperation without Co-opting8.8. Holding onto Innovators8.9. Summary8.10. Main Points
9.1. Introduction9.2. Two problems9.3. Preparation for Coaching9.4. Coaching the Dissenter9.5. Another Example9.6. Summary9.7. Main Points
10.1. Is Silence Consent?10.2. The Three Faces of Underground Dissent10.2.1. The Underground Dissent Duffer10.2.2. The Sophisticated Underground Player10.2.3. The Master Underground Dissenter10.3. Why Does Dissent Go Underground?10.3.1. Why Worry About Underground Dissent?10.3.2. Underground Dissent Quiz10.3.3. Scoring10.3.4. Analysis10.4. Summary10.5. Main Points
11.1. Changing the Culture11.2. Surfacing Dissent with Yourself11.2.1. Is It Time to Leave?11.2.2. If I Want to Stay, Should I speak Up?11.2.3. If I Decide Not to Dissent, Can I Change My Attitude?11.3. Surfacing Dissent with Your Colleagues11.4. Conflict and Dissent: A Reprise11.5. Surfacing Dissent with Your Employees11.5.1. With Whom to Start11.5.2. What It Might Look Like11.5.3. Requiring Change11.5.4. Does This Always Work?11.6. Summary11.7. Main Points
12.1. Surfacing Dissent with your Boss12.1.1. Is He Worth Helping?12.1.2. What You Need to Consider12.1.3. What to Say12.1.4. Matt Loses It12.1.5. Matt Won't Discuss It12.1.6. Matt Will Discuss His Behavior12.1.7. Summary12.1.8. Main Points
13.1. Making Change13.2. The Innovation Manager and Her Unit13.2.1. Working with or through the Innovation Manager13.2.2. Applying for the Innovation Manager Job13.2.3. Willing to Take Hard steps If Required13.3. Summary13.4. Main Points
14.1. Making Innovation Happen14.2. Encouraging a Greater Capacity for Risk14.2.1. Reward and Recognition14.2.2. Autonomy14.2.3. Mobility14.2.4. Access for Dissenters14.2.5. Model Risk-taking14.3. Demonstrating That You're Not Always Right14.3.1. 3-M's 15% Rule14.3.2. Pilot Projects and Flying Leaps14.3.3. Internal Venture Capitalists14.3.4. Peer Funding14.3.5. Funding Innovation Positions14.3.6. Changes in Hierarchy14.3.7. Not Punishing Failure14.3.8. Change Risk Assumptions14.3.9. Fail Fast14.3.10. Noble Failures14.4. Summary14.5. Main Points
15.1. Introduction15.2. Speak Last15.3. Seek Out Dissenting Views15.4. Out-of-control Discussion15.5. Protect Dissenters15.6. Help Would-be Dissenters Speak Up15.7. Challenge Your Group's Status Quo15.8. Summary15.9. Main Points
16.1. The Hard and Soft Side of Management16.2. How Do You Know When to Let a Dissenter Go?16.3. Involving Legal and HR16.4. Whistle-blowers—Potential and Actual16.5. Handling Termination Right16.6. Reactions of Other Employees16.6.1. During the Troubles16.6.2. At Termination16.6.3. In the Aftermath16.7. Summary16.8. Main Points
17.1. The Paradox of Our Times17.2. So Where to from Here?17.2.1. A New Role for Loyalty17.2.2. Managers' Search for Dissenting Voices17.2.3. Consent of the Governed17.2.4. Organizations Are Not Democracies17.2.5. The Light Use of Position Power17.3. Main Points

Content preview from Creating the Innovation Culture: Leveraging Visionaries, Dissenters and Other Useful Troublemakers

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John Wiley & Sons Canada Limited

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M9W 1L1

National Library of Canada Cataloguing in Publication Data

Horibe, Frances Dale Emy

Creating the innovation culture : leveraging visionaries, dissenters and other useful troublemakers in your organization

Includes index.

ISBN 0-471-64628-8

Personel management.
Employee motivation.
CCorporate culture. I. Title.

HF5549.H67

2001 658.3 044

C2001-901495-3

Production Credits

Cover design: Interrobang Graphic Design Inc.

Printer: Tri-Graphic Printing

Printed in Canada

10 9 8 7 6 5 4 3 2 1

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Creating the Innovation Culture: Leveraging Visionaries, Dissenters and Other Useful Troublemakers

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