Why are so few companies truly innovative?
A Innovation is key to business survival, and
companies put substantial resources into inspiring
employees to develop new ideas. There are,
nevertheless, people working in luxurious, state-of-
the-art centres designed to stimulate innovation who
find that their environment doesn't make them feel at
all creative. And there are tho who don't have a
budget, or much space, but who innovate
乘法验算怎么验算successfully.
(Facts, comparison: environment is not key to innovation or not)
B For Robert B. Cialdini, Professor of Psychology at
Arizona State University, one reason that companies
don't succeed as often as they should is that
innovation starts with recruitment. Rearch shows
that the fit between an employee's values and a
company's values makes a difference to what
contribution they make and whethe two years after
they join, they're still at the company. Studies at
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Harvard Business School show that, although some
individuals may be more creative than others, almost
every individual can be creative in the right
circumstances.
(Opinion: fit between individual and company, anyone can
be creative in the right circumstance)
C One of the most famous photographs in the story of
Rock'n'roll emphasis Cialdini's views. The 1956
picture of singers Elvis Preste Carl Perkins, Johnny
Cash and Jerry Lee Lewis jamming at a piano in Sun
Studios in Memphis tells a hidden story. Sun's
'million-dollar quartet(band made of 4 people
singing together)' could have been a quintet.
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Missing from the picture is Roy Orbison, a greater
natural singer than Lewis, Perkins or Cash. Sam
Phillips, who owned Sun, wanted to revolutioni
popular music with songs that fud black and white
music, and country and blues. Presley Cash. Perkins
and Lewis instinctively understood Phillips's
ambition and believed in it. Orbison wasn't inspired
by the goal, and only ever achieved one hit with the
Sun label.
(Example: someone didn't fit in and no innovation)
D The value fit matters, says Cialdini, becau
innovation is, in part, a process of change, and under
that pressure we, as a species, behave differently
'When things change, we are hard-wired (intuitively) to play it
safe.' Managers should therefore adopt an approach
that appears counter-intuitive-they should explain
what stands to be lost if the company fails to ize a
particular opportunity. Studies show that we
invariably take more gambles when threatened with
a loss than when offered a reward.
(hard-wired to be change-aversion, and opportunity lost)四方游
E Managing innovation is a delicate art. It's easy for a
company to be pulled in conflicting directions as the
marketing, product development, and finance
departments each get different feedback from
different ts of people. And without a system which
ensures collaborative exchanges within the company
it's also easy for small 'pockets of innovation' to
disappear. Innovation is a contact sport. You can't
brief people just by saying 'We're going in this
direction' and I'm going to take you with me.'
(The importance of collaboration to innovation)
F Cialdini believes that this'follow-the-leader
syndrome'is dangerous, not leastbecau it
encourages boss to go it alone.'It's been
scientifically proven that three people will be better
than one at solving problems, even if that one person
is the smartest person in the field.' To prove his point,
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Cialdini cites an interview with molecular biologist
James Watson. Watson, together with Francis Crick,
青稞discovered the structure of DNA, the genetic
information carrier of all living organisms.' When
asked how they had cracked the code ahead of an
array of highly accomplished rival investigators, he
色后said something that stunned me. He said he ando
Crick had succeeded becau they were aware that
they weren't the most intelligent of the scientists
pursuing the answer. The smartest scientist was
called Rosalind Franklin who, Watson said," was so
intelligent she rarely sought advice".
(Example: ek for advice to prove group better than alone)
G Teamwork taps into one of the basic drivers of human
behaviour.'The principle of social proof is so
pervasive that we don't even recogni it'says
Cialdini.'If your project is being resisted, for
