Learn How to effectuate innovative change utilizing a structured process that engages all stakeholders
PROBLEM A
We intuitively know that people solve problems differently to effectuate change. Dr. Michael J. Kirton’s Adaption-Innovation Theory deepens our understanding of this truth by providing a framework that describes the different approaches. “Adaption” is an approach which accepts the existing construct or way of doing things and uses it to develop a solution. “Innovation” describes an approach which may seek to alter the construct or way of doing things to develop a solution. Problem-solving styles span a roughly 120-point scale of more adaptive to more innovative, with most people in the middle. The key is that differences in approach (referred to as problem-solving, creativity or cognitive style) are both expected and helpful: they allow teams and organizations to solve a broader range of problems — what Kirton refers to as “Problem A.”
Problem B
Differences can also cause friction — what Kirton refers to as “Problem B.” Problem B manifests as the frustration that can arise because of differences in opinion with respect to approach, priorities, necessary conditions, assumptions, timeline, steps, and acceptable risk. This is because by definition “innovation” involves change to the underpinnings of the current structure, resulting in extensive alteration of current processes and procedures. Quite simply, the more that is subject to change, the more there is to disagree about. For the more adaptive, there can be so much up in the air that they feel unnerved by the lack of rules and known processes — like the Wild West. For the more innovative, the Wild West sounds like a blast.
A particularly salient point of contention amongst those with differing cognitive styles, is the degree to which one ought to plan for details and contingencies. Thus, implicit in innovative change is the need to distinguish between that which can be planned versus that which is best handled in the moment. The latter requires emergent planning – a very likely component of complex innovative change. Thus, when it comes to innovation, expect problems, which the team will solve when they arise.
Fear of Failure Shadow
Furthermore, a common mistake is expecting all problems to be solved with the same level of detail in the initial planning stages. Such thinking can trigger what we refer to as Fear of Failure Shadow, which if left unchecked can stall innovative change. The Fear of Failure Shadow is the catastrophization of the smallest mistake. Subsumed by this fear, a person endlessly focuses the steps necessary to avoid every disaster imaginable, which is both impossible and unproductive. Notwithstanding, innovators who ignore more adaptive colleagues and concerns, do so at their peril. The perspectives of those with differing styles is essential to maximizing success and minimizing disorder.
Firms for which conflict avoidance is a cultural norm will struggle to effectuate innovative change. People shy away from addressing the real problem or ask the edgy, discomforting question for fear of alienating a friend and colleague. They are reluctant to appear pushy. When conflict avoidance pervades a firm’s culture, the result is indecision, frustration with ineffective meetings, and struggles to move forward with change. Colleagues dread meetings as ineffective wastes of time.
Conflict really isn’t bad
If conflict avoidance sounds familiar, challenge yourself to consider that conflict isn’t bad or to be avoided. Rather, conflict is a tool for surfacing differing perspectives – adaptive, innovative, and those in-between — on the road to achieving the best result. Better yet, transform your thinking from the word “conflict” to the phrase “differing perspective,” instituting a gratitude practice when it comes to colleagues who perceive aspects of the problem and potential solutions differently than you.
To drive innovative change while mitigating the effects of both Fear of Failure and conflict avoidance, utilize the forthcoming meeting process, which elicits input while driving decision and action, minimizing the feelings of conflict, and making the differences work for you not against you.
1. Facilitation Techniques
- Sticky-Note Exercise: Use sticky notes to fast-track brainstorming by gathering thoughts quickly. Each person uses as many sticky notes as they desire, placing one idea only on each note. Organize sticky notes like with like. This allows you to see trends. Discuss and decide, or defer decisions based on the need to obtain more information or delegate.
- Merlin Back-Casting Exercise: Create a timeline on craft paper from the perspective of having achieved the goal. Work backward to identify necessary steps, each person using sticky notes to record tasks and place on the timeline.
- Identify Assumptions: People often have differing assumptions based on their experience and cognitive style, all of which shape views about change, diagnosis of a problem, what they know to be true, and approach to solving the problem. Use Sticky-Notes Exercise to surface, discuss, and clarify assumptions about opportunities, concerns, and constraints such as budget, timeline, people, office space, how and which services are offered, systems, or anything else that seems important. Consider using AI to take notes and follow the process outlined.
- Ask Open-Ended Questions. Starting with Step 2 utilize open-ended questions to engage your team members’ and surface thinking that innovative, adaptive, and everywhere in-between. Listen to all, maintaining a curiosity and asking follow-up questions.
2. The Meeting Process
Step 1: Establish the meeting’s focus. Disseminate an agenda identifying the meeting’s topic, goal, takeaway (goals for the meeting); pose questions for consideration; and provide pertinent information. Commence the meeting by restating the topic, goal, and meeting takeaway. Be sure to steer digressions back to the focus or intentionally shift the focus to prevent the discussion from meandering. Use a “parking lot” to record adjacent issues that are important but distract from the meeting’s purpose.
Step 2: Brainstorm options. Ask thoughtful open-ended questions starting with “what, who, when, or how” to foster creativity at this and all subsequent steps. Avoid questions starting with “why,” which can trigger defensiveness. Consider utilizing sticky notes to gather options — as the meeting’s leader you can focus as appropriate. Remain focused on generating ideas; do not dispute workability of ideas as they arise until you are at Step 4, at which time the team will be focusing on just option.
Step 3: Plan the Action. Plan an option generated in Step 2. Aim for workable solutions by determining what can be planned now. Shift from perfection to progress by using Merlin Back-Casting Exercise. Determine if whether the process would benefit from a team member engaging in separate meetings or research to gather more information or develop a sub-plan.
Step 4: Remove obstacles. Identify challenges, resource needs, and who needs to be involved. Consider using Sticky Note Exercise to gather obstacles, concerns, and solutions.
Step 5: Review and Commit: Restate the plan. Be sure that each person states what they will do by when to bolster accountability. Schedule the next meeting.
Follow Up: Gather feedback to ensure accountability and maintain momentum: Did everyone do what they said they would do? If not, why not? This is about solving the problem, not about blame. Evaluate the results against the desired outcomes. What did you learn? Seek out opportunities to learn from mistakes. Reflect on the team’s experience working together. Discuss what worked well and where there are opportunities for improvement.
Collaboration doesn’t mean avoiding conflict; it means engaging with differences productively. By following this process, using facilitation techniques, and maintaining curiosity, you can transform what seems like an insurmountable challenge into an opportunity for innovative change and personal growth. You will not only solve problems but strengthen your working relationships.
Anne E. Collier, MPP, JD, Professional Certified Coach, is the CEO of Arudia, a firm dedicated to improving leadership, culture, collaboration and communication. She is an expert leadership coach steadfast in her commitment to excellence and her clients’ goals. She coaches and delivers programming designed to support individuals, teams and organizations in amplifying their accomplishments. With confidence, intentionality and resilience, individuals and organizations alike manifest the extraordinary as they actualize greater financial stability and better outcomes. anne@arudia.com
