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…into innovations
What is innovation? "Creativity is thinking up new things. Innovation is doing new things."
-Theodore Levitt
"Innovation— any new idea—by definition will not be accepted at first. It
takes repeated attempts, endless demonstrations, monotonous
rehearsals before innovation can be accepted and internalized by an
organization. This requires courageous patience.“
-Warren Bennis
"The innovation point is the pivotal moment when talented and
motivated people seek the opportunity to act on their ideas and dreams."
-W. Arthur Porte
Innovation
The act of producing new ideas to solve
problems.
CultureHow we think,
behave and work in an
organization
Culture of innovation
Creating an organization that welcomes new ideas or new
ways of thinking to solve problems, build solutions or develop new opportunities.
Culture of innovation
• Solution-focussed conversations to
encourage risk-taking.
• Structure and systems which support rather than restrict innovation.
• Learning environment with
an emphasis on autonomy &
accountability.
• Best practices in team development with an emphasis on a diverse range of people.
People Place
PositivityProcess
Different types of innovation
• New products.Product Innovation
• A change in what services are provided.Service Innovation
• A change in how products/services are developed/delivered.
Process Innovation
• New ways that organizations are designed.Structural Innovation
• New forms of patient and citizen engagement.Governance Innovation
• New concepts within the public sector leading to paradigm shifts.
Conceptual Innovation
How to build an innovation culture…
• Incubate ideas by creating safe spaces for ideas and innovation.
•Develop innovation champions.
• Ensure there is a clarity and consistency.
•Allow opportunities for self organization and diverse viewpoints.
• Support innovation with training and tools.
Incubate ideas by creating safe spaces for ideas to become innovations
IHI-style Collaboratives
Team Innovation Challenges
Innovation Labs
Innovation Speaker Series
Brag & Steal Sessions
Innovation Sharepoint Site
Develop innovation champions
CIO – Chief Innovation Officer
CCO – Chief Creative Officer
Innovation Teams
Catch People Innovating
Brag & Steal Sessions
Ensure there is clarity and consistency
Clear and compelling purpose
Consistent messages
Actions aligned with words
Allow opportunities for self organization and diverse viewpoints.
Invite dissension and new ways of thinking
Increase access to information
Design the organization to foster interconnections
Support innovation with training and tools
Topics
Innovation Frameworks
Design Thinking Tools
Idea Generation Strategies
Innovation Dissemination
Collaboration
Creative Conflict
Systems Thinking
Organizational barriers
• Incorrect measures that do not promote innovation
•Dollars $$ not available for innovation
• Extra time required
•Avoidance of error in a bureaucratic culture
• Siloing and artificial boundaries to protect territory & resources
Organizational barriers
Incorrect Measures
Questions:
-How do we measure success?
-What are other measurement options?
-How do we ensure that innovation is
the priority, not measurement?
Options:
-Measurements that are compelling to
stakeholders
-Measurements that capture integrated
projects
Organizational barriers
Dollars $$
Questions:
-Do we need $?
-What are sources of $$?
-Do we have partners for this project?
-Who benefits?
Options
-Leverage personal networks in the
system
-Achieve successes
-Source funds
-Leverage other solutions/substitutes
Organizational barriers
Extra Time
Questions:
-Is the outcome worth the time?
-Where else is time being spent?
-What are the real time commitments?
-Is there a better time in the calendar?
Answers:
-Triage other work
-Invite partners who will also benefit
-Cost Benefit analysis and/or Ease Impact
analysis
Avoidance of Error
Questions:
-What is the risk and impact assessment
mechanism?
-What are the risks of not innovating?
-What are the benefits?
Answers:
-Use a risk impact assessment tool
-Address risk up front and prepare for
concerns
-Promote benefits
-Develop supporters
Organizational barriers
Siloing
Questions:
-Do all stakeholders benefit?
-Have we communicated the benefit?
-Is the innovation aligned with policies and
direction?
-Who makes decisions?
Answers:
-Include all stakeholders in development
of innovation
-Create a value proposition
-Understand concerns
-Get to know people not just the roles
Organizational barriers
SYSTEM STRESSORS
Organizational culture
A & B are the same shade of grey
Perceptual distortions
Perceptual distortions
http://web.mit.edu/persci/people/adelson/checkershadow_proof.html
The two center boxes are also the same shade of grey
The red lines are the same length
This image is not moving…
As you just experienced with the visual phenomenon, all of our sensing structures in the brain can result in perceptual distortions in our attempt to understand.
Cognitive biases
Confirmation Bias
Anchor Bias
Status Quo Bias
Not Invented Here Bias
Halo Effect
Cognitive biases
Confirmation Bias
Our desire to seek out information
that supports our existing instinct
or point of view while avoiding
information that contradicts us.
Cognitive biases
Status Quo Bias
Our interest in keeping things the same.
Cognitive biases
Anchor Bias
Our inclination to over-emphasize the
most recent information when making
decisions.
Cognitive biases
Not Invented Here Bias
Our tendency to ignore opinions and
thoughts of others outside our group
Cognitive biases
Halo Effect
Based on a person’s status or profile
in another area we give them status
and profile in another area.
Behavioural phenomenon
Groupthink
Good Samaritan
Inattentional Blindness
Stanford Prison Experience
Milgram Experiment
Behavioral phenomenon
Groupthink
People in a group strive to
consensus and put aside their own
beliefs and opinions leading to
faulty decision making.
Behavioural phenomenon
Good Samaritan
Depending on the context, we are all susceptible to walk by someone in need.
Behavioural phenomenon
Inattentional Blindness and
Change Blindness
Depending on the context, we all
miss things – even the gorilla.
Behavioural phenomenon
Stanford Prison Experience
Depending on the context,
we are all susceptible to
behave towards each other in
a way that is unrecognizable.
Situation matters.
Behavioural phenomenon
Milgram Experiment
Depending on the context, we are all susceptible to authority or
perceptions of authority over-riding our own values.
Self Belief phenomenon
• Cognitive Dissonance
• Fundamental Attribution Error
• Outsider Disbelief
Self Belief phenomenon
Cognitive Dissonance
We will arrange our thinking to
resolve our own cognitive
dissonance or mental conflict
especially related to self perception
Self Belief phenomenon
Fundamental Attribution Error
We over-emphasize individual
personality and under-emphasize
situation when trying to understand
behaviour.
Self Belief phenomenon
Outsider Disbelief
We believe that we will not make the
errors discussed above.
No
No Way
Not Me
BLAME
Prevalence
“Initially, when I thought about blame, I thought, “Hm, I
don’t think I can be much help here”. However, when I started
to really think about the definition of blame, what it means, I
realized, “Oh my goodness, there is actually more blame in
healthcare system than I thought originally… There’s blame in
a lot of places in the hospital, is what I’m starting to think
about here… I think there’s a lot of work to be done on blame
therapy, there’s more blame out there than I could’ve
imagined actually now that I’ve started to think about this.
It’s quite concerning.“
Vicious Cycle of Blame
“People have seen blame enough even if they haven’t been on the
receiving end. They have seen it in public. They’ve seen it at
meetings. So when they see that role modelling of blame, it’s what
sets the culture. It absolutely is. When people see someone
getting yelled at and having a finger pointed at them in a very
disrespectful way, that’s where the whole culture of blame and fear
and lack of transparency and everything comes from. If something
messes up and the person is afraid of being blamed, then that
person blames. The people who see the blame are then afraid of
making a mistake for fear that they get blamed. So it’s kind of this
vicious cycle.”
Blame
• Unwarranted
• Warranted
Blame Feels Bad
Fear of Blame
Blame Avoidance
• Deflect
• Defend
• Deny
Vicious Cycle of Blame
Warranted vs. Unwarranted Blame
“Blame to me, initial gut, my initial gut reaction, is it’s like you’ve done something wrong and somebody says it’s your fault. And it’s sort of meant to make you feel bad.”
Blame Feels Bad
“Blame is about shaming somebody. It’s about making someone else feel bad so that you can feel better.”
It’s your fault;
“People become fearful and people are shunned.”
“Somebody is feeling blamed and it makes everybody else very nervous. They’re afraid to kind of step out or do anything because they might get fired or whatever, you’re feeling very uncertain.”
“People spend a lot of time, a lot of unnecessary time and energy and worry trying to justify everything they’re doing because they don’t know where the next set of blame might be coming from.”
Fear of Blame
“I think it’s a bit of fear why we blame people.”
Deflect
“I don’t want to get into trouble for something so this is going to become somebody else’s fault… Something bad is going to happen to me. And to prevent that, I’m going to go blame somebody else. I’m going to pay that forward or I’m going to think of every excuse of why it’s not my fault.”
Deny
“They either try to find somebody else to put the blame on to or say “It’s not me.” Or you try the other way of dealing with it which is, “I didn’t know. I don’t know anything about it.” Which is true, it could be true.”
Defend
“Instead of actually just all coming down to the “trying to figure out what it is everybody is talking about,” when we get blamed, we get defensive. It’s certainly been my experience that we spend time trying to defend our position.”
Avoidance of Blame
Culture of Blame
• Mistrust & Underground Communication
• Risk Aversion & Innovation
Culture of Blame’s Toxic Environment
“Blame creates a toxic environment. It’s not functioning. It’s like we’re so busy blaming each other that we’re actually not focusing on what we should be focusing on which is the patient and their families. We’re so entrenched in, you know, “You did this”, or “We’re not doing that,” or “You’re doing this and I can’t do that because you’ve got this resource,” or whatever it is. So then who gets caught in the middle? It’s the patient and their families that get caught in the middle. And it creates this toxicity between the staff that I’ve actually witnessed, there’s some bashing and blaming going on and that’s not okay.”
“I think it’s almost like you have an underground of what’s really happening and what they’re telling people is really happening. It’s sort of like if you really knew what was going on, I’m going to be in trouble. I’m going to get blamed, so let’s just let a lot of things fly under the screen like the underground economy.”
“Blame manifests itself throughout the whole organization to the point where patient safety becomes an issue. All sorts of things become an issue because nobody… everything goes underground. Blame is the catalyst. You make it worse. I think if an organization has a culture of blame, so much goes underground that then leaders aren’t even aware of what’s happening.”
Mistrust and Underground
Communication
“Well, I think blame is demoralizing sometimes, it’s de-energizing. It takes away the sense of team because if you are a team, then there shouldn’t be blaming because you’re all in it together. I think it instills apathy in some cases. I think people check out to try and sort of protect themselves emotionally. I think blame takes away people’s passion and drive and energy and desire to want to do better.“
“So no matter what role we’re in, we all make an impact on the patient with our decisions and our actions. So ultimately if we work in a blaming organization, that’s going to have a negative impact on patient care. People aren’t going to be innovative. They’re not going to take risks. They’re not going to be out there trying to do things differently that are going to be better for the patients and families or maybe more cost efficient.”
Risk Aversion and Innovation
Summary
1. We have perceptual distortions and we interpret (all the time)
2. We also have a myriad of biases, behaviours and self beliefs, which are usually not conscious choices.
3. Blame, interpretations, biases and social psychological behavioural and cognitive phenomenon are often exacerbated by stress & pressure in the system.
4. We must address these as individuals, teams and leaders to have a culture of innovation.
5. How do we do that?
Next steps
1. Stop the cycle of blame before it starts.
2. Use critical thinking and facilitation models to mitigate biases and other cognitive and behavioural phenomenon
3. Have conversations, be consultative, listen
4. Be solution-focussed
5. Check It Out! You are usually interpreting and other people are usually interpreting you.
Thank you! Cheryl Mitchell, [email protected]
