TEDX Cambridge – Talks to Understand How We Work & How to Work Better Together [PART ONE]

TEDX Cambridge – Talks to Understand How We Work & How to Work Better Together [PART ONE]

Summary of talks:
Linda Hill (Management Visionary, Business Professor)
– studies “leaders of innovation”
– across industries & across different countries
– to have innovative organisations (creating new & useful products & services) will require humans to “un-learn” their traditional notions of leadership, leadership teams & “brains trusts” more generally [as well as the focus on who is right & who us winning; not setting a direction & ensuring no one deviated from it.]
– ideas such as creating a vision [often to be innovative, this “vision” is hazy at best
– innovation is not about individual genius but collective genius
– cites example of company that has created computer-generated movies & made the genre mainstream
– process cannot typically be condensed to a “neat series of steps” (typically process is iterative, inter-related & messy)
– movie shots – some quick, others not; some shot in order, but most not – scene/content dependent
– leadership must allow individuals to contribute their “slice of genius”
– at the heart of innovation is a paradox – individual creativity & harnessing for one particular piece of work
– innovation is a journey – a collaborative problem-solving among people who have different expertise & points of view
– trial & error, false starts, & mistakes are typical (exhilarating & scary for individuals simultaneously)
– she states successful innovative organisations have three capabilities:
1. Creative Abrasion (creative marketplace of ideas through debate & discourse – amplifying difference, rather than minimising difference; it is not brainstorming where people suspend judgment, but discussion based on expertise to create options – based on diversity & subject matter conflict)
2. Creative Agility (testing & refining the ideas & options; reflect & adjust based on learning through discovery, rather than planning a future; running a series of experiments rather than pilots)
3. Creative Resolution (decision-making; “no going along to get along”; no individual or group is allowed to dominate; decisions not the sole province of the boss, but rather more inclusive)
She cites another company – this time a well known search engine company:
– allowing talented people to play out their passions

Innovative organisations allows people to be creative & be willing to use that creativity o solve problems

New leadership looks like:
– building a sense of community – a world to which people want to belong, like a public square where people will interact
– building the three capabilities
– anyone, regardless of role/level, can contribute
– where all “disruptors & minority voices can speak up & be heard”
– talented people “don’t want to follow, they want to co-contribute”
– “nurture the bottom up”
– not a dictator of viewpoints, but rather an aggregator of viewpoints
– hire people who argue with you
– “the social architect rather than the visionary”
– not having everyone “looking up (to the boss)” but outwards – unleash the power of the many & release the stranglehold of the few

Source: http://tedxinnovations.ted.com/2015/02/15/playlist-talks-to-understand-how-we-work-and-how-to-work-better-together/


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