The primary impediment to innovation is fear, and the prime directive of any innovation system should be to drive out fear.
A culture of accountability, implemented poorly, can inject fear and deter innovation. When the team is accountable to deliver on a project but are constrained to a fixed scope, a fixed launch date and resources, they will be afraid. Because they know that innovation requires new work and new work is inherently unpredictable, they rightly recognize the triple accountability – time, scope and resources – cannot be met. From the very first day of the project, they know they cannot be successful and are afraid of the consequences.
A culture of accountability can be adapted to innovation to reduce fear. Here’s one way. Keep the team small and keep them dedicated to a single innovation project. No resource sharing, no swapping and no double counting. Create tight time blocks with clear work objectives, where the team reports back on a fixed pitch (weekly, monthly). But make it clear that they can flex on scope and level of completeness. They should try to do all the work within the time constraints but they must know that it’s expected the scope will narrow or shift and the level of completeness will be governed by the time constraint. Tell them you believe in them and you trust them to do their best, then praise their good judgement at the review meeting at the end of the time block.
Innovation is about solving new problems, yet fear blocks teams from trying new things. Teams like to solve problems that are familiar because they have seen previous teams judged negatively for missing deadlines. Here’s the logic – we’d rather add too little novelty than be late. The team would love to solve new problems but their afraid, based on past projects, that they’ll be chastised for missing a completion date that’s disrespectful of the work content and level of novelty. If you want the team to solve new problems, give them the tools, time, training and a teacher so they can select different problems and solve them differently. Simply put – create the causes and conditions for fear to quietly slink away so innovation will flow.
Fear is the most powerful inhibitor. But before we can lessen the team’s fear we’ve got to recognize the causes and conditions that create it. Fear’s job is to keep us safe, to keep us away from situations that have been risky or dangerous. To do this, our bodies create deep memories of those dangerous or scary situations and creates fear when it recognizes similarities between the current situation and past dangerous situations. In that way, less fear is created if the current situation feels differently from situations of the past where people were judged negatively.
To understand the causes and conditions that create fear, look back at previous projects. Make a list of the projects where project members were judged negatively for things outside their control such as: arbitrary launch dates not bound by the work content, high risk levels driven by unjustifiable specifications, insufficient resources, inadequate tools, poor training and no teacher. And make a list of projects where team members were praised. For the projects that praised, write down attributes of those projects (e.g., high reuse, low technical risk) and their outcomes (e.g., on time, on cost). To reduce fear, the project team will bend new projects toward those attributes and outcomes. Do the same for projects that judged negatively for things outside the project teams’ control. To reduce fear, the future project teams will bend away from those attributes and outcomes.
Now the difficult parts. As a leader, it’s time to look inside. Make a list of your behaviors that set (or contributed to) causes and conditions that made it easy for the project team to be judged negatively for the wrong reasons. And then make a list of your new behaviors that will create future causes and conditions where people aren’t afraid to solve new problems in new ways.
Image credit – Pixabay
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