In chapter 1, we described what happened when one of the world’s largest airlines subjected all its employees to creativity training and ended up frustrating them and making management look stupid. The multimillion-dollar initiative naturally led employees to believe that the company was eagerly awaiting their ideas. But when they returned to work, they found it just as unresponsive as it had always been. The real bottleneck to ideas all along had not been the employees’ lack of creativity but management’s inability to listen to them. A great number of organizations have made a similar mistake. It makes little sense to waste resources stimulating more ideas from employees, if you can’t handle the ones ...

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