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Scooped by Deb Nystrom, REVELN
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Smart Risk, Without HandCuffs to Free Your Innovation Culture

Smart Risk, Without HandCuffs to Free Your Innovation Culture | Change Management Resources | Scoop.it
To foster an environment of smart risk-taking, leaders should use guardrails, not handcuffs.


Examples from the list of 7 strategies for defining guardrails:
   

1. Define smart vs. stupid risks. Every leader’s level of risk tolerance varies, but some amount of risk is essential to innovation. 


3. Encourage experimentation. ...give the go-ahead for “managed experimentation” ...resource boundaries...and have the small team that’s in charge share the results of the experimentation phase with a larger team upon completion.

7. Celebrate smart risk-taking. The Tata Group, a global conglomerate, hosts an annual “Dare to Try” awards, which celebrates the idea that failures often lead to groundbreaking innovations. This type of public acknowledgement that every big bet won’t pay off fuels a spirit of smart risk-taking among its employees.


Within your own organization, you can use the company’s intranet, e-letters, and Twitter account to showcase individuals who take smart risks. By identifying them, you publicly reward the person/team and provide a company-wide reference point for acceptable risk-taking. 


Related posts & tools by Deb:


Deb Nystrom, REVELN's insight:

Useful pointers & examples from the Booz&Co. bloggers on how to define the guardrails vs. manager bottlenecks and handcuffs.  To see a future without managers at all, check out:   

Zappos says Goodbye to Bosses & Bureaucracy - Hello to Holacracy

~  D

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Pascal Vedel's curator insight, January 7, 3:38 AM

A very good paper on how to encourage "adequate" risk taking in an organization

Un très bon billet sur les moyens d'encourager la prise de risque "pertinents" au sein d'une collectivité

Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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Why Innovation Dies, Dealing with Disruption, not placing Deans: Higher Ed's long, winding Road to Online Education, Forbes

Why Innovation Dies, Dealing with Disruption, not  placing Deans: Higher Ed's long, winding Road to Online Education, Forbes | Change Management Resources | Scoop.it

Here's the companion post to the previous article that features the long & winding road in dealing with online education, and confronts disruption head-on.


Excerpted:


Lessons Learned

  • Innovation in New Markets do not come from “overarching strategies”
  • It comes out of opportunity, chaos and rapid experimentation
  • Solutions are found by betting on a portfolio of low-cost experiments
  • The road for innovation does not go through committee


One useful purpose a university committee could have had was figuring out what the goal of going online was. [The example in the article is education based.]


__________________________


...it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
__________________________


...the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.


By: Steve Blank, author, teacher of entrepreneurship and consultant who has reshaped how startups are created. He is coauthor of the recently published, The Startup Owner’s Manual (K&S Ranch, 2012).


Source:  http://www.forbes.com/sites/groupthink/2012/05/01/why-innovation-dies/2/

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