Change: How to Make Big Things Happen with Damon Centola.A paradigm-shifting new science for understanding what drives change.
Innovation is chiefly about combining existing ideas in new ways, but how can we do this if people do not meet, do not randomly share ideas at the watercooler, in the hallway, or when they do not come to the office at all?
“A natural disaster always strikes when the last one is forgotten.” – Japanese Proverb Peppered […]
Organisational Hypofrontality: “If you want something new, you have to stop doing something old.”- Peter Drucker
Organisations were designed for steady environments and excel when situations are steady and predictable. Our business environment, our world today, is anything but steady and predictable. Established organisations excel at processes and procedures. They are organised for pristine exploitation (execution), not exploratory search.
If you look at the image, it takes only a small effort to see the contours of a Dalmatian sniffing the ground. However, here is the point, without the previously stored higher-level concept “dog”, if we were only to use “the parts”, we would see only a meaningless pattern of white and black dots. We would focus on the parts and miss the big picture.
To promote organisational autophagy, we must embrace experimentation, jettison jaded pieces of junk organizational DNA, selectively regenerate dormant cells and reinvent, regenerate and renew in permanence.
So often the challenge is that we focus on the failure rather than the learnings. When we focus on failure, we become cognitively impaired and we cannot think creatively. We must reframe our relationship with struggle.
As the saying goes, “kites rise against, not with the wind.”
Corporate Cognitive Dissonance or Organisational Anosognosia?
Positive Predatory Pressure: Innovation and Trophic Cascades