Hack:
Turning me on!!! Heuristic Management thinking.

By David Nolan - Avant-garde

December 23, 2010 at 8:31am

Moonshots

Create internal markets for ideas, talent & resources

Rethink the philosophical foundations of management

Summary

My innovation audit produced outcomes that people did not want to hear. Come with me on the journey that positively creates a framework/vision to take my organisation forward. Communicating my initial panorama of the way forward, was a Herculean task - as you will see. Experience this odyssey of frustration on the one hand & positivity/excitement on the other.
Setting the Scene;
Am I a bad person for suggesting that there are things that could make the organisation more effective, efficient, innovative & dynamic in our service delivery? How dare I.
Its my vision but not if you don't want to hear it (or you didn't mention it first). If this rings any bells then you may have struck gold my friend.

Problem

I discovered that the moon is not made of cheese & the earth is not flat but why isn't anyone listening?
- Perhaps I need to prove it? (done that)
- Perhaps I need to suggest how to fix it? (done that)
Have I actually seen my own reflection in the prophesy I have discovered.... Yes that's it, my organisation are on a pre-planned mission to prove all of my findings are correct and are proving it to me by reflecting the barriers back again.
Oh I get it now.
If only they had told me & I would have not been so disheartened.
Anyway now I have seen the light let me share it with you.

Solution

Heuristic Management - what is it & why am I combining two words not usually together in the same sentence?
The word heuristic (meaning inquisitive, curious &wondering) is used to help explain the benefits of entrepreneurial involvement. The differences in the use of heuristics between entrepreneurial & managerial firms, lie in the fact that entrepreneurial firms are more responsive to opportunities! The differences in their appraisal of the future, suggest a difference in the options identification. Also the heuristic-based logic enables entrepreneurs to make sense of uncertain & complex situations more quickly than does standard hierarchic management.

It can be considered that entrepreneurship is one of the firm’s key resources & linked with heuristics - for an individual who by definition; "is an employee who exploits opportunity". This factor leads to the concept of “entrepreneurial alertness” as the special ability of the entrepreneur to see where products/services/systems do not exist and can be profitably exploited. To me every organisation needs this & should have heuristics in its strategic veins.
How is this applied when the entrepreneurial skills are not part of the management infrastructure (yet)?

OK, the key pillars of my findings support the vision.
If any of the following factors do not ring true... I will eat the moon (which as I have mentioned maybe made from cheese).
I believe through my analysis that these four factors were impeding development & holding back progress within my organisation/industry.
- There must be a transparent system/framework for good ideas and suggestions; that is not edited or poopooed (as we say in England). Some suggestions may well be pie in the sky but others may lead to the holy grail. If you don't have a mechanism to capture suggestions you are on to a looser straight away.
-There needs to be a genuine & transparent system for rewarding good ideas & hard work in making things happen. I am not talking money but a well earned pat on the back & credit. I will repeat that point, a pat on the back is maybe the aim of most staff as recognition & reward is hard to come by. So we need to do it more; and fairly. Money is not the answer.
-Keeping individuals/staff involved in decisions is essential to maintaining ownership & preventing rumors & disenfranchised staff. Keep people genuinely involved; especially if it was their idea. 'Manager / entrepreneur' duality is a new skill that has a new role within any constructive business.
-Genuine Innovation education & understanding must be nurtured by staff otherwise it will seem like a top down Fad for cutbacks. Having seen the light & thus being turned on to the magic of innovation, I realize how important it is to 'understand' innovation & barrier prevention.

These are the four key components but the solution elements & some of the interrelated factors need to be exposed.

With these factors at the forefront, innovation must be the umbilical cord of organisational strategy, (for both planned & emergent development) constantly breathing evolving life blood into the organisation.

Practical Impact

If an idea is captured, turning it into reality may be a long & expensive process. Likewise the cost of not capturing & ignoring ideas may be more costly.

Bowman & Hurry 1993 suggested (since modified by Thierry Burger-Helmchen in 2007) that there are 3 stages in the options chain;
1 Have a 'shadow' idea.
2 Turn it into a 'Real' option.
3 Put it into production (make it happen).

There are obviously elements of strategic complexity before during and after each phase. I identified that there were key/core competencies missing within my organisation to make any of these phases function at there full potential. A development plan to solve this shortfall was created by me to rectify the gaps. This is supported by the four pillars of my initial analysis.

some of the solution factors were miniscule factors such as listening to staff, removing communication barriers, supporting individual idea development, creating time for idea capture. Other aspects require more time & money such as managing 'talent' within the organisation correctly, implementing/adopting a workable innovation policy/system & creating staff satisfaction systems. It would be great if we could harness the energy & minds of the 2000 staff in the organisation & not be restricted to the top table.

First Steps

When Galileo discovered that the Sun was the Centre of the solar system I dont think he was instantly promoted (probably the opposite). Slowly slowly catchy monkey...(these were not Galileo's words but mine).
Tact maybe all. I must realize that I am an intrapreneur & an employee. I must find the correct approaches. The facts of my analysis are not enough.

From an academic mindset a critical evaluation would need me to overcome the obstacles or pursue proven solutions to the problem. A generic (yet accurate) solution/method resides within the '12 step Roadmap', which tracks idea development within organisations, through to successful implementation (The URL link & Credit for the 12 steps are bellow).
I hope this has helped you to understand a unique set of organisational barriers & may inform others of a futurist solution.

Credits

Having had the privilege of studying Innovation & entrepreneurship as a module for my MBA, I would like to pass on my appreciation to all of those who 'Turned me on' to the power of innovation.
The journey of championing my vision has lead to me being able to positively communicate & implement a number of my proposals, with good effect. I would like to show my gratitude to those who have given the time to listen & develop my ideas into workable catalysts.

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December 23, 2010 at 3:38pm

Debbie Baker

Genius, I love your style & direction.
I would like to talk more about the academic underpinning of your analysis & methodology.
I may contact you directly, as I am intrigued.

December 23, 2010 at 3:50pm

David Nolan

Thanks for your positive comments.
I will contact you to provide substance to the overview.
Thank you again.

December 24, 2010 at 3:13am

Rajesh Shalmi

I have been viewing the Mix for a few months and this post has prompted me to make a comment (for the 1st time I may add). I have worked and studied in both the UK and in the US, the symptoms you have stated are synonymous with most UK firms who are not driven by commerce. I have found the US more open to suggestions & developments in their organizational behaviour (a generalisation obviously).
I would like to commend your brave posting and hope you get a chance to implement some of your recommendations, or move to a firm that may need your ideas.

December 28, 2010 at 2:34am

David Nolan

Thank you for your comments & welcome to the MIX. Although I am setting the scene of resistance within the script (in a jocular way), I am making positive headway in changing the mindset to embrace my suggestions. My analysis has created a framework that can form the basis of any new innovation policy & creative platform for an organisation. I have tried to capture the positive steps required in capturing concepts & also reduce the barriers to organisational development through entrepreneurship.
Thank you again for your comments.

December 27, 2010 at 8:35am

Jo Wong

I can feel your energy and enthusiasm. Your script is interestingly written and I would encourage you to make a few more posts in the future, about your progress and any resolution.
I was particularly impressed by the innovation audit link that I may use, and which seemingly was the startpoint for your analysis.
Great entry, entertaining and portrays a reel world anecdote & not just cloud strategy.

December 28, 2010 at 3:14am

David Nolan

I appreciate your positive response. I will endeavour to make a number of future postings to explain my progress in implementing my findings.
The framework that I have generated could integrate into any organisational structure as long as the four key components form part of the application. My enthusiasm for delivering innovation input is being utilised in many quarters.
The innovation audit link, is useful but my additional tip is that some of the questions are geared towards management staff; the jargon may not be easily assimilated by shop floor staff. To overcome this there are about a dozen words which may need elaborating /changing.
Thank you.

December 27, 2010 at 11:03am

Mary Dymond

I was surprising drawn in & enthralled by your Hack. I think most of us have faced some sort of adversity in announcing our concepts or ideas. In some respects it is part of acceptance & change evolution. I have worked as a consultant for many years and have regularly been the bearer of hard to swallow suggestions...this is one of the attributes called being an 'Insultant'. It is a life lesson on when, where, what, how & who to deliver hard hitting suggestions to. Perhaps get one key member of the senior team onboard.
A well worked set of suggestions/improvements, that probably have universal application.

December 28, 2010 at 2:50am

David Nolan

I am warmed by your positivity towards my posting. I am comforted that there must be a hint of truth within my findings. The outcomes of my initial study have been adapted into a workable model that can integrate into a strategic plan. I am trying to challenge the paradigm within my organisation but the climate & culture may be following a different path for the short term. I am now focusing on a medium & long term adoption of my vision.
I appreciate your positive input.

December 28, 2010 at 2:19pm

George Gault

A good and entertaining entry!

I am working on a similar project within my organisation, yielding similar results and meeting similar resistance!!! I would be interested in finding out more about your organisational culture & structure and seeing where the similarities end! (If they do!).

I share your frustration! .............but if at first you don't succeed........... ( yep, you got it!)

December 29, 2010 at 2:29am

David Nolan

Thank you George for your reply. I have empathy with anybody in the same predicament. My working solution is to challenge the current thinking in a constructive way & aim for an 'evolution' in organisational behaviour & not just a temporary change. Thanks again.

December 30, 2010 at 3:36am

Ray Heaton

Thanks for the entertaining post; I have accessed the links and will use them in my own "Innovations" project; I have been selected to drive our innovations strategy forward though at present this is from an IT perspective rather than a business driven initiative. I have prodcued an internal overview that I'll share with you if you wish; it may be useful to correspond as I'm sure our organisations have similar issues to deal with (I work for a UK Police Force).

December 30, 2010 at 5:45am

David Nolan

Hi Ray,
As suggested in your posting, I have forwarded my contact details to you & I look forward to sharing our experiences/suggestions.
Thank you again
David.

January 10, 2011 at 7:29am

Doug Hammersley

I found this article extremely interesting and very reminiscent of my own experiences 10 years ago while undertaking my MBA. As part of my dissertation I completed a review of my own company’s Reward and Recognition policies and their stance on innovation and was constantly met with barriers to change. It felt as though that there was a cultural reluctance to look inwards and analyse what had been present for many years and what patently was not working well. Part of good management behaviour is to study the wider world and ascertain if there is anything that you could do by learning from others mistakes.

I’m afraid that my own company failed abysmally in seeking comparisons with other areas of the business and even though I suggested numerous initiatives I was constantly met with solid rejection.
I must state that it caused me to become very demotivated and I sincerely hope that does not occur in your case. I will keep an eye on the other comments that appear as I suspect that this problem is wider than is perceived.

January 11, 2011 at 6:58am

David Nolan

Hi Doug,
Thank you for your posting. I have empathy with anybody who has experienced resistance to their ideas.
I must also add that adapting how you convey your ideas may provide a better reaction. The culture of an organisation dictates generally how open senior staff are to listening & adopting new ideas/concepts; so dont frustrate yourself with the cultural barriers but focus on individuals who may be open to your ideas.
Through an extension of my initial study I have created a number of new concepts to progress 'idea uptake' or at least increase the likelihood of being heard.
I will be adding these to my posting very soon.
Thank you again.
David.

January 19, 2011 at 11:12am

bob farey

Boy this rang bells with me. Pasteur had a hard time convincing the medical elite. Also google "The germ theory of management" to see the barriers. I have said on other hacks, but will repeat it here, most management is arrogant and do not wish to become more effective, else they look stupid for having to be told by more junior staff. They actually prefer to remain ineffective.

March 4, 2011 at 1:50pm

David Nolan

Hi Bob, Thanks for your comments. I am driven to ensure that the positives can be emphasised from my submission; if an individual or organisation can benefit from the insight that I have portrayed, that would be great.
I feel positive about my experience, having endured the frustration - until being able to add value to my organisation (as is now the case).
I appreciate your posting.
David.

January 22, 2011 at 10:31am

Ellen Weber

Great discussion and inspiration here David, of unique value - since I am currently working with MBA's I valued your own experience here. Thanks for sharing. The newly designed MBA course "Lead Innovation with the Brain in Mind," is taking the game to a whole new arena. I'm amazed at what students are producing and we are not yet half way through the course. Thanks for your innovative insights!

March 4, 2011 at 1:57pm

David Nolan

Hi Ellen, I appreciate you taking the time to read my posting & feedback. I have read many of your entries on the Mix & support your approach to new generation/innovative MBA programmes. I have passed on some of your postings to the MBA programme Director I have been working with (in the hope it will inspire him to take up your MBA ethos for the next MBA generation).
I am grateful for your input.
David.

February 26, 2011 at 12:47pm

Elsa Liste

I can see your direction and motivation within this Hack. I think we can all reflect on experiences such as this one. For an outsider looking in, the most important factor expressed in your narrative is 'listening' and 'being heard' - skills that we are not taught but are key in a managerial environment. For you not being heard can hurt, and for your bosses, giving up time to listen may have changed the dynamic of your experience.
Anyway, I was very entertained by this Hack & wish you well in being heard.

March 4, 2011 at 2:10pm

David Nolan

Hi Elsa, your constructive & positive reflection adds to the theme of my submission. My forward looking steps to achieve a more dynamic & effective innovation based system, can only be adopted under the right managerial conditions. My organisation are making giant steps towards encouraging everybody to add value within the workplace. In a fast moving world, nurturing innovation & entrepreneurship within each member of staff is vital; creating the conditions to achieve this is fundamental to lubricate the change mechanics.
Thank you for taking the time to make such a constructive post.
David.

March 12, 2011 at 3:20am

Denba Oshma

A tremendous chronicle. I feel part of your journey. Your unmitigated experience has given me ideas and solutions I will adapt for the organizations I work with.
Well done on your approach.

March 13, 2011 at 3:51am

David Nolan

I thank you for your encouraging comments & I am glad that the contents of my Hack may have added to your workplace thinking. I appreciate your warm response. Thanks again
David.

March 24, 2011 at 2:42am

Habib Shar

David, I am a big fan of 'Heuristics' as a problem solving tool. I was drawn in by the title and was suprised to see your unique spin on the concept. I have only seen heuristics as a simple problem solver - such as the inventors paradox. Your script has taught me something new. Today I have a new concept in my head & I will spread the word.