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Hitting the Innovation Jackpot

iUniverse, Inc.

Contents

Foreword...............................................................................viiAcknowledgments........................................................................xiiiAbout the Front Cover..................................................................xivAbout Back Cover.......................................................................xvIntroduction...........................................................................xviiCommunications.........................................................................2Listen, Learn, and Write Things Down...................................................9Innovation Exemplar: Crossword Puzzle..................................................18In What Quadrant Do You Live?..........................................................23High Tech, High Touch..................................................................27Healthy Body = Creative Mind...........................................................33Think Outside the Box..................................................................39Cognitive Diversity....................................................................44Types of Innovation....................................................................48Incrementally Aggressive...............................................................54TRIZ...................................................................................61Innovation by Axiom....................................................................71Maslow's Hierarchy of Needs for the Twenty-First-Century Workforce.....................80East versus West.......................................................................84Reverse Innovation.....................................................................90Innovation Value Chain.................................................................94Bridgers, Implementers, and Visionaries................................................100Epilogue...............................................................................107Guest Innovation Essays................................................................111References.............................................................................145

Chapter One

Communications

Most brilliant people have the ability to describe their insights and technical breakthroughs in a compelling fashion. However, truly productive people also have the commendable skill and rare inclination to see the value in listening to others in order to advance their own concepts even further.

"Great thinkers listen first."

—Michael Gelb

Listen to other people. Let the words sink in and digest them. If you are tempted to ask a question, then jot down a note so you do not forget the point that you are curious about. This intellectual restraint is a great technique that supports active listening. Take that extra step to avoid distractions that would prevent you from listening intently. In addition, writing down a question or some highlight you find useful is a sign of respect that helps to engender trust between you and the speaker.

Once the message has been absorbed, ask questions to test a hypothesis—not to impress people or belittle the speaker. A real listener does not ask a question that starts with "I was thinking ..." Instead say, "You mentioned earlier ... Could you comment on how you ...?" The questions should be about understanding the speaker better, rather than trying to show people that you know more than the speaker.

A key roadblock to good communication is a person's tendency to evaluate. Fortunately, if you can learn to listen with understanding, you can minimize your evaluative impulses and greatly improve your communications with others (Rogers, 1991).

A major foundation in any communication is detailing the assumptions and motivations of everyone involved. These cognitive boundary conditions create a web of understanding that is often neglected. If you disagree with someone's conclusion, it is likely that you will start to argue about the conclusion. Normally, however, the reason for a disagreement is something that was not stated rather than something that was stated.

One of the key aspects of sound communication that is not given enough attention is the definition of terms. I have sat in meetings with several system engineers discussing projects and detailed engineering issues only to find out that there were several critical parameters used often in conversation during the meeting whose definitions were not agreed upon in advance.

Communications is an important factor all throughout the innovation process for both interpersonal teambuilding and derivation of a specific innovative solution. In a recent Harvard Business Review article David McCullough stated that, if he were asked to create a curriculum for a business school leadership program, he would focus on the criticality of listening. He would emphasize the asking of good questions and scrutinizing what people do not say. (McCullough, 2008)

Communication is not easy, but it must be simple! Transmitting with clarity is much more important than transmitting with volume. Below is a list of compelling communication (transmission) techniques that I have found to be useful in my career. Using the SIMPLE acronym makes them easier to remember and, therefore, to use:

Transmission of Information (SIMPLE)

S Stories: use stories to make a message come alive. Storytelling is a key communications technique. (Guber, 2007) Share emotion, not just facts – personalize by using "we" not "I". Be true to teller, audience, the moment, and the mission. Senses: Increase number of senses being applied, sight - even smell and touch: e.g. "Think more strategically" is not as good as "increase your intellectual stride" and "Innovation Value Chain" is better than "Innovation Process".

I Intuition: go with your gut and what sounds right; trust your instincts.

M Mission: focus on the mission or objective. Before each person speaks up, he or she must first restate the ideas and feelings of the previous speaker accurately and to the speaker's satisfaction. P Power of threes: never have more than three dimensions of a discussion. Personal: examine wants and needs – deal with wants. Use people verbs (e.g. listen, learn, etc.) and not organizational verbs (e.g. consolidate, organize, etc.); Jim Collins (management consultant and author of Built to Last and Good to Great) stated: "Do not be interesting - be interested."

L Labels: use labels or names to get to the point and carry a message.

E Bridging Extrema: Being counter-intuitive makes it memorable which is half of the battle (e.g. pragmatic visionary, high tech – high touch, fascinatingly mundane, etc.).

Communications can often be thought of as having three dimensions: emotional, mechanical, and cognitive (Gallo, 2010). Emotional aspects of communication are passion, inspiration, and dynamic delivery. These characteristics are difficult to teach, but it is usually easier...