Collective Genius
The Art and Practice of Leading Innovation
Number of pages: 298
Publisher: Harvard Business Review Press
BBB Library: Creativity and Innovation, Corporate Success
ISBN: 9781422130025
Editorial Review
Volumes of research were conducted on innovation, and as many or more on leadership, but almost nothing was done on the connection between the two. Why is this so? Perhaps practicing leaders and management thinkers have simply assumed a good leader in all other respects would be an effective leader of innovation as well. If that's the case, however, then there's a deeply flawed and even dangerous assumption. Leading innovation and what is widely considered good leadership are not the same. That leadership matters to innovation should come as no surprise. Look beneath the surface of almost anything produced by an organization that is new, useful, and even moderately complex, and you'll almost certainly discover it came from multiple hands, not the genius of some solitary inventor. Innovation is a team sport, as one leader said, in which individual effort becomes something more. Somehow, in the language we've come to use, truly innovative groups are consistently able to elicit and then combine members' separate 'slices of genius' into a single work of 'collective genius'. Creating and sustaining an organization capable of doing that again and again is what leaders should do.
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Most decisions are little more than the simple selection of one opinion, to the exclusion of all others.
The leader of innovation must find the delicate balance that fosters new ideas and ultimate results.
They want people to try new things, and they set high standards for how carefully the experiments are done and analyzed.
Too much structure; rules, hierarchy, planning, and the like—will stifle innovation, but too little will produce chaos.
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Collaboration of diverse individuals produces healthy conflict, and that produces more and better ideas.
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Group-members are eager to do their part in supporting the vitality and advancing the cause of the group.
People are willing to face the personal challenges of innovation when they feel part of a community.
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