“Good” leaders take charge and set the course for their organizations, or so some textbooks would have you believe. That might work for making widgets, but for education and partnerships? Not so much. The work we do in ISU Extension and Outreach requires a bit more give and take from all of us, particularly if we’re interested in innovating. Innovation is the creation of something both new and useful. It doesn’t necessarily stem from the “good” leadership model in which people follow the vision of their leader and do what they are told. Instead, leading innovation requires creating conditions for good things to happen.
Authors Linda Hill, Greg Brandeau, Emily Truelove, and Kent Lineback call this “collective genius.” (See their article in Harvard Business Review.) It occurs when companies – or organizations – develop their ability to innovate. But it doesn’t just happen; it takes work. To be innovative, the authors say, an organization has to develop three capabilities:
- creative abrasion – the ability to generate ideas through discourse and debate, allowing for collaboration;
- creative agility – which enables discovery-driven learning, being able to test and experiment through quick pursuit, reflection, and adjustment; and
- creative resolution – the ability to make decisions that combine disparate and sometimes opposing ideas.
There’s one more crucial piece to creating collective genius: People who want to make good things happen. People who are willing to generate and try new ideas. And as we say in the Extension Professional’s Creed, people who believe in their work and in the opportunity they have to make their lives useful to humanity. In ISU Extension and Outreach it’s about people – and our collective genius – working and partnering for a strong Iowa. See you there.
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