The one who goes against the grain is a good employee

Author: (USA) Herrick
Publisher:
Publish Date: 2005-03-01
Features: Awarded the "Best Innovation Book Award" by the North American Entrepreneurial Federation IBM "Best Innovation Award" judge reveals the source and driving force of organizational innovation—identifying, protecting, and encouraging "dissenters." The rules have changed; incremental growth must give way to innovation, and the step is to disrupt and challenge existing rules. Organizations need "contrarian employees." Leaders around the world agree that innovation is the single most important factor in determining a company's success in the future. Organizations need innovation to survive, and they all understand this. So why do so many companies try to suppress creative behavior? Although they crave innovation to survive in the new economy, it doesn't fit their traditional organizational culture. Organizations often claim they need and want innovation, yet when it arises, they push it away. In fact, innovation is often stifled by some companies unknowingly. They hire creative employees but prevent them from using their talents. Encouraging innovation is difficult because, by definition, innovation is different ideas, questioning traditional assumptions and ways of operating. Moreover, in many cases, differing opinions are seen as dissent that could cause conflict. Any type of dissent is unwelcome. They can be difficult to get along with, stubborn, and completely lacking in tact. However, they also bring breakthrough ideas, shake up the organization's existing ways of operating, and stir up waves throughout the company. They are the "wild ducks" in the organization because they don't follow the status quo—they soar high above the roost. Although this may be the source of innovation, it can create many problems for managers in managing other employees and processes. But in the information economy era, dissenters remain the organization's most valuable resource. The Dissenter Is a Good Employee provides practical strategies and advice for managers at all levels to encourage and manage innovation and dissent while avoiding excessive conflict that could paralyze the organization. Managers can foster innovation in their organizations by identifying four key areas that require encouragement for innovation and dissent. The Dissenter Is a Good Employee is not about how to eliminate conflict but about how to clarify, amplify, and manage healthy dissent. This book is about how to cultivate an organizational culture where innovation can thrive because of such an environment.