Innovative Intelligence

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and Human Resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David’s current university positions include Affiliate Professor at the Rotman School of Management of University of Toronto, and Senior Research Fellow of Queen’s University. David is a sought-after keynote speaker who has presented at over 200 conferences and is the author or co-author of four best-selling business books: Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). For more information, visit www.weissinternational.ca.Claude P. Legrand is the founder and President of Ideaction Inc., a consulting firm which specializes in sustainable innovation. For over 20 years he has been one of North America’s leading experts in practical innovation and is an acclaimed and frequent conference presenter. He leads a team of experienced consultants who help organizations become innovation-capable and deliver major innovation projects. In 2007, he was the founding Program Director of the Centre of Excellence in Innovation Management at the Schulich Executive Education Centre. For more information, please visit www.ideaction.net.

• Acknowledgments xiPreface xvA Description of the Book Innovative Intelligence xviiWho Should Read This Book xxHow to Read This Book xxiPart One: Closing the Innovation Gap 1Chapter One: The Innovation Gap 3The Innovation Challenge 4What Is Innovation? 5Innovative Thinking Makes Innovation Happen 7The Evidence Is in—We Are Underachieving 9Try It Another Way 14Conclusion 16Chapter Two: Leading Through Complexity 17Why Complex Issues Are So Challenging 18Complicated vs. Complex Issues 20Common Mistakes 25Conclusion 29Chapter Three: Accessing Innovative Intelligence 31Intelligence: Who Knows? 32Leaders Require Three Intelligences 35Leaders Need to Think About Thinking 41Conclusion 44Chapter Four: Eclipse Of Innovative Intelligence 47Eclipse #1: The School System Made Me Do It 47Eclipse #2: The Analytical Intelligence Paradox 51Eclipse #3: Impact of High Negative Stress 54Conclusion 60Part Two: Innovative Thinking 61Chapter Five: Innovative Thinking: An Overview 63Characteristics of an Effective Innovative Thinking Model 64Key Success Factors for Innovative Thinking 67Conclusion 77Chapter Six: Step 1: Framework 79Understanding Framework 81The Context 82The “How To . . .?” Question 83The Boundaries 88The Type of Solution 92The Owner or Decision Maker 96The Project Charter 97Leveraging the Three Intelligences in the Framework Step 99The Leader’s Roles in Step 1: Framework 102Conclusion 105Chapter Seven: Step 2: Issue Redefinition 107The Five Areas of Focus in Issue Redefinition 108Leveraging the Three Intelligences in the IssueRedefinition Step 119The Leader’s Roles in Step 2: Issue Redefinition 120Conclusion 121Chapter Eight: Step 3: Idea Generation 123Idea Generation Is a Rigorous Process 125Stage 1: Prepare Thoroughly 126Stage 2: Introduce the Process 132Stage 3: Generate Many Ideas through Divergence 134Stage 4: Discover Meaningful Solutions through Convergence 141Working Alone on Idea Generation 143Leveraging the Three Intelligences in the Idea Generation Step 144The Leader’s Role in Step 3: Idea Generation 145Conclusion 146Chapter Nine: Step 4: Implementation Planning 147Stage 1: Confirm the Preferred Idea 148Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies 151Stage 3: Present the Innovative Solution for Approval 157Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation 159Leveraging the Three Intelligences in the Implementation Planning Step 160The Leader’s Role in Step 4: Implementation Planning 161Conclusion 162Part Three: Making Innovation Happen 165Chapter Ten: Making Innovation Happen: An Overview 167Four Essential Organizational Enablers toMake Innovation Happen 169Sustaining Innovation 173Conclusion 175Chapter Eleven: Leading Innovation 177Leading Self 179Leading Innovation Teams 184Leading Intact Work Units 187Leading Enterprises for Innovation 193Conclusion 199Chapter Twelve: Culture Of Innovation 201What Is Culture? 203How a Culture Can Suppress Innovation 205What Is a Culture of Innovation? 206How an Existing Culture Can Be Transformed to aCulture of Innovation 211How to Develop a Leadership Culture of Innovation 222Conclusion 224Chapter Thirteen: Organizational Practices For Innovation 225Executive-Level Organizational Practices 226Organizational Practices in Core Functional Areas 231Organizational Practices in Support Functional Areas 237Innovation-Specific Organizational Practices 242Conclusion 251Chapter Fourteen: The Innovation Plan 253Guiding Principles for an Innovation Plan 254Key Elements of an Effective Innovation Plan 255How to Develop the Innovation Plan andWho Should Lead It 264When Should an Innovation Plan Be Developed? 265Pulling It All Together 266Index 269About The Authors 281