s a typical workaround. You’re only addressing the most obvious symptoms of change, which is removing the motivation to get down and address the underlying, fundamental cause of the change or need to change.”
“The third part is, we’re going to get into more specifics on how to do that. First is to recognize that disruptive thinking is a process, and it’s a process that should be treated as seriously and as rigorously in an organization as accounting or operations…. We’ve got to get rid of this misconception that, to make our companies more innovative, we just need to free people of their normal inhibitions and judgments. You’ll find a lot of companies investing in beanbag chairs and water pistols and getting people to take off their ties and sit on the floor and behave like children. That’s useless, particularly when you’re dealing with executives. We need a much more structured, rigorous approach to innovation and creativity and disruptive thinking.”
Christopher Durso is executive editor of Convene.