The Innovation Killer: How What We Know Limits What We Can Imagine... And What Smart Companies Are Doing About It

by Cynthia Barton Rabe

"Knowledge is good,"" preaches the inscription under the statue of college founder Emil Faber in the film Animal House. But as valid as that declamation may be at a university, in the corporate world what passes for knowledge can be a killer. Companies and teams rely on ""what we know"" and ""the way we do things here"" to speed decision making and maintain a sense of order. But progress demands change, risk taking, and occasionally, revolution. Processes must be overhauled, assumptions challenged, taboos broken. But how do you do it? Who among the group will take responsibility for a brand new initiative or unorthodox decision? Who will be willing to stand up and say, in essence, that the emperor has no clothes? As much as we laud the concept of ""thinking outside of the box,"" most of us think it’s a lot safer to stay inside. It’s time to call in a ""zero-gravity thinker"" who is not weighed down by the twin innovation killers -- GroupThink and its close cousin, ExpertThink. Such outsiders are in plentiful supply, whether from the department down the hall, the branch office, a consulting firm or even another company. Unburdened by all the nagging issues that plague even very effective groups, the outsider will know new ways around a problem, identify possibilities where none seemed to exist, and spot potential problems before they spin out of control. According to The Innovation Killer, the right zero gravity thinker will ideally possess the following traits: Psychological distance: the most important tool of the impartial observer, it enables him or her to maintain an open mind. Renaissance tendencies: a wide range of interests, experiences, and influences more readily inspires innovative approaches. Related expertise: strength in a relevant area may lead to ""intersection points"" at which solutions are often found. The book helps identify when and why you should call in a collaborator, where to find one, and how you and your team can start working with him or her. There are also strategies for turning yourself into a zero-gravity thinker when it’s simply not practical to bring in a true outsider. Knowledge is good, except when it trumps real innovation. Whether your team is too focused on the forest or can’t see past the trees, this book will help you add the perspective you need to make the great decisions that will move your company forward.

Genres: Business

Hardcover

First published July 1, 2006

About the author

Cynthia was a marketing profession who held positions at Ralston Purina Company, Eveready Battery Company, Intel, and Laika, as well as her own consulting company.

At Eveready Battery, she was a member of the team that launched the Energizer Bunny ad campaign in 1998.

She served under several titles in 10 years as a marketing executive at Intel, including director of consumer marketing for Intel's home networking products.

In 2006, she ran a consulting company called Zero-G. She authored "The Innovation Killer," that same year.

In 2007, she became the vice president and chief marketing officer for the entertainment division of Laika Inc., the Portland animation studio that produced films including "Coraline."

In June of 2011, Cythia was struck and killed while jogging by a hit-and-run driver police believe had recently ingested illicit drugs.

Reviews

[Greg Hallinan · Rating 5 out of 5]

As a strategic consultant and paid "red teamer" whose job it is to help mitigate group think and minimize the conscious and unconscious biases we all have as human beings, I found Cynthia Rabe's book exceptional. She simplifies several concepts, introduces the reader to new techniques, and summarizes a few basic psychological principles into a pseudo-manual for planning team leaders and senior managers.

Unfortunately, we are not going to get a follow-up from Ms. Rabe after her tragic passing...but she has left us a good reference book for future decision makers.

[Tony · Rating 4 out of 5]

This book is part description of what prevents innovation, part description of how to stop preventing innovation.

Not creating innovation. Stopping preventing it. Because, more often then not, there are plenty of innovative people within an organization. It's just that their mindsets, both personal and institutional, prevent them from going for it.

The author covers Groupthink, which is well-known from other works, and proposes Expertthink. "Going with the flow" as in Groupthink, is a well-known pattern for "doing what we've always done," which is (by definition) not innovative. Expertthink is more a matter of "I've done that in the past, and this is what worked for me, so I'll stick with what I know works." Just because you've always done it that way doesn't mean it's the best way.

Breaking these two mindsets is critical, according to the author. She provides a variety of ways individuals can recognize and beat these problems, as well as ways a leader within an organization can beat them.

In some way, this book provided some validation for me. I have many characteristics of her highly-desired "Zero-Gravity Thinkers," who are the Holy Grail of these exercises. Not all of them, but many of them. Such people, routinely, chafe at working for large organizations which have no apparent room for innovation.

[Leader Summaries · Rating 5 out of 5]

Desde Leader Summaries recomendamos la lectura del libro Los asesinos de la innovación, de Cynthia Barton Rabe.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: innovación, innovación, desarrollo y cambio.
En el siguiente enlace tienes el resumen del libro Los asesinos de la innovación, Cómo superar los obstáculos más habituales en los procesos de innovación empresarial: Los asesinos de la innovación

[Boris · Rating 3 out of 5]

Hmmm.... the premise is very solid. Implementing the suggested solutions is hard unless you are in charge of your business. Also, as a "permanent insider", this gave me no guidance on how not to burn out or how to get ppl to shift a bit, which is partly what I was hoping for.

A good read, but not as directly useful as I'd hoped.

[Zane Safrit · Rating 4 out of 5]

Excellent, useful book on innovation and how to create it and avoid killing it in your organization.

[Adrien · Rating 1 out of 5]

Not very insightful.