Innovation is about the process of discovering new, better solutions; it’s not just the solution. It’s about setting the stage for experimentation and creative problem solving. This is exactly why it’s so important to develop a culture that supports innovation, to be purposeful in putting teams together, and to provide both autonomy and resources. All of these elements work together to create the conditions that facilitate innovation in schools and other organisations.
Still, no matter how intentional an organisation is about cultivating innovation, there are bound to be misconceptions that can bring innovation to a grinding halt. Here are three myths that will stifle innovation:
Myth#1. Innovation is random and rare.
There is nothing random about intentionally developing an organisational culture that enables innovation. Sure, innovation is rare in schools and organisations that don’t allocate the necessary resources, or where experimentation is discouraged. However, when organisations truly support innovation, they enable their teams with space to own their projects and provide the tools needed to make innovation work. It’s prioritised.
Myth#2. Innovation is always successful.
Scientists often say there is no such thing as a failed experiment. The idea is that there is something to learn from every experiment, especially the ones that don’t yield the expected results. Likewise, innovation is a process of exploring new ideas, and there will be unexpected outcomes. The key is to learn from the results, quickly identify what worked and what didn’t, make the necessary adjustments and move on to the next experiment.
Myth#3. Innovation = big risk is needed to get big reward.
Sometimes big risk does pay off. However, innovation can also be incremental and the result of small, thoughtful and strategic risks. Smart organisations learn to weigh the pros and cons, and cultivate a learning environment that helps to weed out wild and imprudent risk. Scott Berkun, the author of “The Myths of Innovation,” points out that most organisations spread a range of risks across multiple projects and ideas and ultimately end up with an “innovation portfolio.” Some of those risks will pay off, others won’t. The incremental wins are no less important than the big payoffs, because they help build confidence for future experimentation. The process has been enhanced.
The bottom line is that making innovation happen is like growing a garden. You plant the seeds in fertile soil, and cultivate an environment where those seeds can grow healthy and strong. The school or organisational culture is the foundation, and any innovation that springs forth is a result of commitment to the values of collaboration, learning, the exploration of ideas.
