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Seth Godin: Do You Ship?

Seth Godin makes the case that having great ideas is not difficult. “Shipping” them – actually getting them done and out – is the hard part, and the important part.

Shipping is not just hard because it takes a lot of work, but also because it’s scary. It’s our shipped stuff that will be judged, and – as opposed to our brilliant ideas – the finished product will never be perfect.

I can relate to that very well, because almost everything that I ever accomplished in my life required me to get out of my comfort zone – not only the big projects, but even the daily little shippings, like sending emails, or posting stuff to this very blog.

So how can we do it?

  1. Commit to delivering on time. For bigger projects, set your own deadlines earlier than the date you really want to be finished, and set deadlines for steps along the way.
  2. Get into a routine. Protect regular time in your schedule to work on the important stuff. I find early mornings best for not getting interrupted or distracted.
  3. Once the shipping date gets closer: embrace the fear. Being aware that shipping is scary is the first step in overcoming our excuses. Also, notice that fear and excitement can feel very similar to our bodies. Oftentimes, when we experience fear, we would have just as much reason for excitement. (“I have this opportunity to give a talk in front of 200 people! How exciting!!” “I’m ready to ship now! Wohooo!!”)

What do you want to ship? When is your deadline, and what will be your best scheduling routine? And what’s your fear, and your excitement?

 



How to Increase Innovation in Organizations

Innovation and creative thinking in organizations is not only difficult to achieve, but also potentially risky, time consuming, and expensive. Is it worth the effort? Several studies suggest that indeed, higher organizational innovation affects overall performance quite strongly and is worth pursuing.

How, then, can innovation and creative thinking be increased in an organization? One important factor seems to be a strong learning orientation within the company.

Learning orientation (as defined in this body of research) consists of the following four components:

  1. commitment to learning,
  2. shared vision,
  3. open-mindedness, and 
  4. intra-organizational knowledge sharing.

Studies have shown that learning orientation not only influences firm innovativeness directly, but that it also moderates the impacts of risk-taking, creativity, competitor benchmarking orientation, and environmental opportunities on innovativeness.

There is also a direct positive relationship between learning orientation and firm performance (as measured with market share, new product success, and overall performance).

To sum it all up, learning orientation seems to be critical for innovation and performance.

For leaders who want to foster that kind of learning culture, the four components above offer a good starting point. For example, as a “commitment to learning”, managers could encourage employees to use company time to pursue knowledge that may lie outside the immediate scope of their work.

There are many other possibilities of how each of those aspects of learning orientation could be implemented and assessed. In general, a company might want to treat “learning orientation” just like they would treat any other core strategic goal.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR

Pesämaa, Ossi, Aviv Shoham, Joakim Wincent, and Ayalla A. Ruvio. “How a Learning Orientation Affects Drivers of Innovativeness and Performance in Service Delivery.” Journal of Engineering and Technology Management 30, no. 2 (April 2013): 169–187. doi:10.1016/j.jengtecman.2013.01.004.

Calantone, Roger J, S.Tamer Cavusgil, and Yushan Zhao. “Learning Orientation, Firm Innovation Capability, and Firm Performance.” Industrial Marketing Management 31, no. 6 (September 2002): 515–524. doi:10.1016/S0019-8501(01)00203-6.

 



Thinking in a foreign language makes decisions more rational

An interesting study that came out this year suggests that when people think in another than their native language, they are judging risks more rationally:

With several experiments, the researchers showed that those thinking in a foreign language did not fall prey to the typical biases and framing effects, and overall made more rational decisions than those thinking in their own native language.

Why is that? It seems counter-intuitive on first sight, but it makes perfect sense, if thinking in a foreign language helps us slows down. The more awkward way of thinking may lead to less automatic processing and help us think more deliberately.

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Choose both

A friend just sent me this wonderful poem by Robert Crawford. Couldn’t be more perfect for here:

When you are faced with two alternatives
Choose both. And should they put you to the test,
Tick every box. Nothing is ever single.
A seed’s a tree’s a ship’s a constellation.
Nail your true colours to this branching mast.
— Robert Crawford



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