The Unfinished Leader by David L. Dotlich & Peter C. Cairo & Cade Cowan

Author:David L. Dotlich & Peter C. Cairo & Cade Cowan [Dotlich, David L. & Cairo, Peter C. & Cowan, Cade]
Language: eng
Format: epub
ISBN: 9781118455098
Publisher: Wiley
Published: 2014-03-24T00:00:00+00:00

Decision Making with the Innovation Mindset

When you use the innovation mindset to solve paradoxical problems, you end up recasting your decision-making discussions in a new form. You don't try to transcend the issues, as with the purpose mindset, or to negotiate a golden mean, as with the reconciliation mindset. You seek novel approaches. Your decision process resembles the steps in new product development: Identify and listen to customers (stakeholders) who are making claims on the decision. Explore their unmet needs, clarifying the opposing forces represented. Generate concepts for solutions that capitalize on the either/or tensions between the opposing forces, and then screen alternatives, assess risk, build a business case, and take action.

Of course, that's not the way things really unfold, because nobody has found a way to run new product development with the predictability of trains on a railroad. The process is less sequential and more roundabout, more iterative, less definitive. It involves people who brainstorm, float hypothetical actions, and suffer the setbacks of trial and error. They plan, test, back up and plan again, brainstorm more, float an idea, gather more data, plan again, and so on. The solution evolves to something more and better, just as in agile product development.

In other words, instead of running trains on a railroad, you're driving bumper cars in an experimental laboratory. Several factors distinguish decision making with an innovation mindset from the purpose and reconciliation mindsets: considering multiple frames, inventing more and divergent options, and motivating people to create.

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