MGT 573: Creativity in Business

Prof. L. Gundry

Paper 1: “Myths of Innovation” Reflection

Sean W. Campbell

Overall, I found the book very insightful, creative, and thought provoking. Ultimately, it confirmed thoughts we already had about innovation and how novel ideas were born, it merely highlighted them for amplified recognition. We know that ideas do not just come from nothing, it is a product of our experience in every-day life and work. Innovation and inventions usually attribute their beginnings to already existing ideas and methods. The author, Scott Berkun, provides detailed ideas on how to foster innovation and creativity within the workplace. It’s also interesting to also realize Berkun’s own ideas about innovation came from past experience and knowledge of the process of creation. By studying how inventors and innovators worked and thought in the past, he was able to make educated and well-thought arguments towards the creation of the “myths.”

So, what is Berkun’s message for managers? As Socrates once said, “The only true wisdom is knowing you know nothing.” This definitely applies to managers: the myth that managers know what to do. Subordinates take for granted that their superiors know what they are doing in the context of their business. While it is true that managers have the power to accomplish decisions others can’t, there exists the myth that they have the wisdom or experience to to do it effectively. We often place faith in our supervisors that they are equally talented as they are powerful. As a manager, one must retain some humility and realize they may at times not know the whole story and then rely on those whom they manage to help and give ideas to accomplish objectives. Coworkers and subordinates may be equally innovative as leaders are powerful. Also, do not shoot down ideas that come to you from obscure or even unsolicited sources. Have an open mind and ear to hear and consider these sources.

Chapter 7 gives five challenges often facing someone with an idea. The first of these is the life of an idea. An idea is derived from somewhere, whether it be from work or an outside factor. Often, ideas are brought forth from communication with others. Managers can foster the ability to communicate and encourage subordinates to do so with each other and with themselves. Communication is the door one would need to walk through to be on track to accomplishing an idea. Communication fosters the birth of ideas. Managers must strive to generate a creative environment, whether it be through a relaxed office atmosphere or supplying the necessary tools for people to use. Next, once an idea is brought forth, managers can protect these ideas from presumptive evaluations and premature rejection. It may be too early to decide whether or not an idea is valuable. They can add their own positive reinforcement or execute their positional powers to protect the person with the idea. Execution comes after, meaning a manager has to put forth some effort in valuing the credibility of the idea to assess if the idea has some worth. Only after making an idea an accomplishing the objective will those involved know if it is feasible. Even then, after an idea is executed there will always those who will have contrasting views. Constant persuasion and support of a worthy idea is a perpetual burden that exists throughout every step in the innovation process.

The “Myths of Innovation” has several, past references to work I’ve done within the MBA program at DePaul. Graduate-level students are required to work within groups constantly. Almost every class has a group assignment within it, whether it be a simple financial case study analysis or a quarter-long business simulation. Every group member has a duty to talk with each other to foster ideas in support of producing a solution to the task at hand. Creativity is not only used to think of ideas to approach a solution, but it’s also used in generating methods of how to deal with a group management. Example: if there are four questions to be answered, a team may divide the questions amongst the team members in order to reduce individual work-load and increase task efficiency. Even now, students are thinking creatively as to how this book is applied to their scholastic career - which it is! Group members constantly have to remind themselves that they are on an equal playing field with other students: every person’s idea is equally valuable as the next. Teams must also be adaptable, knowing that fresh ideas may come later in the decision-making process. Creativity entails quite a bit of flexibility and adaptability to change. If teams foster communication and entertain thoughtful ideas, motivation will be easy to come by.

After graduation, it is expected that a leadership position could be in my future. If this is the case, the hope is to retain the lessons learned within this book and the course. It is in my interest to keep an open mind, be social, and not too pessimistic. Even not as a leader, I will have to communicate, foster ideas, produce plans, execute them, and promote. As a personal goal, my dream is to eventually position myself in a career whereby I may execute my own dreams and passion either through entrepreneurship or a position with latitude. It is likely that my career will begin at a junior position of some nature and over time, further knowledge and experience will be gained. Gained experience and knowledge can be used to pave the path to personal success.

The largest “take-away” I gleaned from Berkun is not to presume creativity and innovation come easily and instantly. Innovation is a multi-faceted process that takes input from widely varying sources that are not always conveniently available. Utilizing the recommendations and observations that Berkun has pointed out throughout the book will require constant reminders. Another “take-away” is to not assume that my leaders will have the capability and talent above and beyond my own. While their authoritative positions must be respected, one must assert themselves and collaborate with them to benefit from their position of capability. This assumption must also be applied personally. Try to avoid hubris and realize just as Socrates did, “I know nothing.”