I’ve just met an old friend who told me they had moved jobs because the old organisation was ‘sucking the life out of them’. As an ‘ideas person’ they were fed up of constantly having their ideas; dismissed out of hand, ridiculed or worse, buried in bureaucracy. They were getting out before their spirit was crushed and they became one of the ‘sheep’. Sounds familiar?
With innovation and improvement (all fuelled by good ideas) being so high on the agenda it’s disappointing to hear this. Shouldn’t the ideas people be cherished and encouraged, not crushed and ridiculed?
Here are some ‘ideas’ about how ideas are killed off in organisations, suggesting that this might a very deeply seated behaviour. Could there be an evolutionary response that pushes people (and organisations) down the path of settling for ‘best practice’ and the status quo? Sub consciously are most of us are resisting new ideas as a type of autonomic response.
Blocking new ideas is an evolutionary trait. I touched on this in the post is best practice the enemy of innovation where I referenced an article, Innovation is not Best Practice by Alf Rehn from Manchester University. The article talks about us still being hunter gathers that rely upon the evolutionary advantages of sticking to best practice. To survive we know the ‘best’ place to catch Bison, the ‘best’ way to gather roots and berries and this is transferred into modern-day thinking. The majority of the time we stick to what we know. Established practice is what got us to where we are now, so why would we want to try out ideas that are new and potentially dangerous?
Mavericks and Accidents are source of ideas. This is a point made by Dave Snowden in this video about the discovery of the method for measuring Longitude. Ideas generated by Mavericks are frequently ignored by the establishment for a long period of time, before they become accepted. The role that established experts play in suppressing new ideas is significant. New ideas can represent an attack upon the power base of the experts (their expertise and knowledge) and the organisation. Dave used the analogy of ‘autonomic response’ by organisational ‘white blood cells’ killing ideas when he spoke at this event. Mavericks (like my friend) have a tough time in many organisations.
Turning to what you might do about the organisational ‘autonomic immune response’ to get ideas accepted, here a few suggestions:
- Pretend you’re not a Maverick. If the autonomic response doesn’t recognise you or your ideas as a threat, you might get past the white blood cell defences. This is quite a difficult position to achieve. There is always the risk you will ‘go native’, ‘get the life sucked out of you’, and become one of the sheep.
- Use Immunosuppressant Agents. In the context of an organisation this might be strong leadership saying ‘all new ideas are welcome’. There are many examples of this working, but it takes time and commitment from the top.
- Just Wait. It’s funny how once upon a time radical ideas, (for example using open source software) appear mainstream once the rest of the world catches up or overtakes the organisation.
- Find a Host that accepts you. There are places that love ideas. For example Ricoh in Telford and other organisations who are Members of IdeasUK, a body which focussed on helping organisations to involve their staff in generating ideas and getting them implemented. The percentage of ideas being implemented in Ricoh was in excess of 80%, a fantastic example of an organisation that nurtures ideas and the people who come up with them.
So, what’s the PONT?
- An autonomic response to killing ideas could be a deep-seated in some organisations. The causes could be evolutionary or expert driven.
- Recognising the organisational level of ‘immunity to new ideas’ would be helpful before embarking upon any improvement programme that depends upon ideas.
- Pick your tactics carefully to get around the immune response. Sometimes it might require finding a new ‘host’ organisation (like my friend).
Just one final thought, Zombie Organisations. Are these the places where the people who like to crush ideas need to move on to, or are the idea killing organisations actually already on their way to becoming zombified?
Disclaimer: I know this post might upset a few organisations that are good at nurturing ideas. Please let me know of your good work in the comments.
Picture source: Graphic by Laura Sorlava of http://www.auralab.co.uk/. Created at this event with the Wales Audit Office, http://www.wao.gov.uk/assets/englishdocuments/WAO_DaveSnowden_sketchnotes_Auralab.pdf