How can I as a manager prevent innovative thinking?

“We need to become more innovative. Do something to bring about change! More creative ideas, more exchange, more ‘thinking outside the box'”

A not at all uncommon request to us team coaches.

I was thrilled to read an article by John Kounios – psychologist and neuroscientist, and Yvette Kounios – science journalist – in the new issue of Scientific American:“The Wonder of Insight“.

Wie funktioniert es, wenn Menschen neue, grundlegend andere Ideen und Lösungen, ‘Out-of-the-Box’ finden? Was muss in Menschen passieren, was im Umfeld, was in den Innovationsprozessen und -formaten, um dies zu fördern? Wie können Führungskräfte Innovation unterstützen? Wie schaffe ich als Unternehmer eines der ersehnten Unicorne und werde somit berühmt, zufrieden und reich?

My take-aways

Ich habe aus der zitierten Veröffentlichung fünf zentrale Take-aways mitgenommen. Führungskräfte, die Innovation, vernetztes Denken und Handeln, ‘über den Tellerrand sehen’ und generell Kreativität fördern wollen, sollten diese berücksichtigen.

Take-away 1: Neuroscientifically, there are two different modes of solution-seeking

The authors distinguish between two modes of thinking about problems and solutions in which our brain cannot be at the same time.

In analytical mode, experience and familiar procedures are systematically activated and used to solve a problem – intuitively if necessary. The prehistoric lion that I spot hunting 200 m away activates this mode in me. I analyze the wind, the terrain and use my experience as a hunter to find the best way to escape the danger. To do this, I activate patterns (Fight, Flight or Freeze).

It is different in innovative, creative mode. Solutions emerge virtually out of nowhere, by letting go, by linking very different ideas and thoughts. An ash branch moves in the wind, a few animal tendons on a pile of garbage, sharp stones? The result is an “aha!” moment. Ideas for solutions that have helped Stone Age hunters, led to a Nobel Prize in science or a unicorn in economics almost always come about in this way. Incidentally, the successful implementation of a solution, the execution of a successful unicorn, then requires the analytical solution search mode again.

Some people tend to be more analytical, others more innovative and creative. Neuroscientific evidence shows that in the resting state (i.e. no solutions are currently being sought), different regions of the brain are stronger depending on predisposition. And in the actual “aha!” moments of the innovative, creative mode, brain regions are activated that are strongly associated with the networking of seemingly independent concepts, metaphors, the essence of communication, etc.

Neuroscience tells us that we cannot be in both modes at the same time. Either analytical or innovative/creative. However, the individual predisposition for one mode and thinking habits can be changed with suitable methods. In other words: as coaches and managers, we can open people up to creativity and genuine innovation.

Take-away 2: Situation and environment strengthen one of the two modes of solution search

Let’s return to the lion. 200 meters away. Stress, focus, high goal orientation (i.e. survival!). The analytical solution-seeking mode is almost inevitably activated. Automatic, experience-based behavioral patterns are then executed. Translated – in companies, no matter how many innovation prizes and post baskets are awarded, nothing can change. Stress, focus and high goal orientation block the innovative/creative mode.

In contrast, the innovative/creative mode can be activated around the campfire, when calmly letting go of stress, focus and goal orientation during conversations in the Stone Age cave. In a safe space to bring disconnected things and ideas together. To let go of beliefs without pressure and stress and, in the quiet swing of these thoughts, suddenly … Aha!

How exactly the invention of the bow and arrow came about can probably no longer be scientifically proven. However, I suspect that the bow and arrow were not invented while hunting, but rather in moments of calm, serenity, security and letting go. Just as your future unicorn’s “aha!” idea will not come about while hunting (under stress, pressure to perform, high speed).

Take-away 3: “Aha!” moments activate pride, satisfaction and loyalty

Another relevant aspect of the innovative, creative solution mode: after finding a solution, after an “aha!” moment, there is a strong feeling of satisfaction, pride and belonging. Corresponding brain regions (reward centers) are demonstrably activated in the innovative, creative mode – but not in the analytical mode.

The bow and arrow inventor will not have thought to himself at the moment: “Great, 25 kg of meat in the annual bonus, target achievement KPIs at 110%, now I can sit back and relax”. Rather: “wow, better chances of survival for our hunters, more prey, less hunger for our women and children, I love it, I’m part of it”. Serotonin is released.

For managers, this aspect should not be neglected. The benefits of creating real space for innovation are more than just the innovation itself. Space for innovation increases satisfaction and employee loyalty as well as positive energy, which in turn helps to implement innovative solution ideas.

Take-away 4: The innovative search for solutions ignores boundaries and beliefs

Truly innovative solutions often make the unbelievable possible, ignore boundaries, break new ground and free ourselves from habits and beliefs. Holding on and using experience brings us into analytical mode, letting go and adopting other perspectives brings us into innovative/creative mode.

For the manager, this means that certain questions and thoughts block the innovative/creative mode:

• How can we supplement or improve existing products?
• What do we need to change in our organization and our processes?
• This and that doesn’t work! Our business works this way and that!
• Is too expensive! Our IT systems don’t work! The workers council! Regulation!
• Unspoken as an individual employee: what is my role in the solution?
• The rest of the organization is as it is, we have to live within the framework

Managers can promote – or prevent – innovation through a different framework (offsite), through framing in communication, through clever methods and through very conscious formulations. In our experience, it sometimes helps to bring the boundaries and unconscious beliefs anchored in individuals and teams to the surface and then consciously say goodbye to them.

Take-away 5: Monetary or other extrinsic incentives do not motivate people to go into innovative solution-seeking mode

As a manager, how can I influence the way my employees search for solutions? How can I encourage the innovative, creative mode in my team in particular?

The authors show that both carrots (monetary or symbolic bonuses) and sticks (deadlines, pressure, KPIs) tend to unconsciously drive employees and teams into analytical mode. Thus, a bonus for innovation or KPIs (“which team has contributed the most ideas”) is demonstrably not only not beneficial, but even harmful.

Our recommendation for action

We recommend the following program to companies and managers to promote innovation, creativity and networked thinking:

1. Firstly, awareness of the two modes should be created among managers and employees. After all, the analytical mode is often desired and necessary in day-to-day business. Consciously (mindfully) discovering which mode you are currently thinking in is the first step towards allowing and promoting more innovation.
2. Secondly, the manager should ensure that a team dynamic is created that is characterized by safety and trust, a “circle of safety”. See our thoughts on Lencioni’s “5 Dysfunctions of a Team”. If fear, anger or stress prevail beneath the surface, the innovative, creative mode will not be activated either. Employees and managers are then in analytical mode, focusing on individual goals.
3. Weiter zeigt der Artikel, dass das emotionale Umfeld und eine individuelle, positive Stimmung der Mitarbeiter dazu führen kann, dass auch Mitarbeiter, die eher zum analytischen Modus tendieren, zur anderen Seite wechseln und den innovativen, kreativen Modus zulassen.
4. Finally, formal (innovation offsites) and informal communication structures should be created to provide space for creative ideas and dialog ‘out of the box’. Suitable formats can strengthen the innovative/creative solution mode and promote genuine innovation.

If managers and companies implement this program, then a lot has already been done. If it is still necessary at all (we think not), a junior consultant from the company’s preferred consulting firm will be happy to make suggestions for innovation processes, baskets and competitions. Managers should bear this in mind: Genuine innovation and networked thinking is always a mental tightrope walk between modes. There is always a risk of falling into analytical mode.