Innovating with Meaning by Dr. Alex Pattakos

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Escaping Your Inner Mental Prison

"Live as if you were living already for the second time and as if you had acted the first time as wrongly as you are about to act now," the world-renown psychiatrist and author of the classic bestseller, Man's Search for Meaning, Dr. Viktor Frankl, advises us.

For several months now, I've been in direct communication with a number of prison inmates in both the USA and Europe who have shared with me their personal search for meaning during their incarceration. Minus evidence to the contrary, I can only assume that their intentions are sincere and that they are demonstrating an authentic commitment to meaningful values and goals--what I describe in my book, Prisoners of Our Thoughts, as the "will to meaning."  It can be said that these particular individuals, while they may be actual prisoners in a physical sense (in some cases, they are serving life sentences), are seeking release from the "inner mental prison" that has held them captive for many years and which, in most instances, was an accomplice in landing them behind bars!

With so much of their personal freedom taken away as a consequence of their actions, these human beings are not only seeking redemption, but are also trying to discover the deeper meaning behind their predicament. With obvious time on their hands for self-reflection and self-discovery, each of these prisoners sought to describe for me their very personal path to meaning. They wrote about their individualized approach to what is effectively a form of existential analysis, and about their prognosis for living and working with meaning in the future--whether or not they expected to be released from prison itself.

I'm humbled to say that each of these prisoners has read my book, Prisoners of Our Thoughts, the title of which is an especially apt and meaningful message under such circumstances. In this regard, one inmate serving a life sentence who says he wants to use his experience to help others wrote me the following: "For a long time, I was very bitter and angry about my situation. Then I read your book and really started to look at life with a different perspective. I had been misinterpreting life all along, and am now free of the prison I had created in my own mind." Another prison inmate also serving a life sentence shared the following thoughts: "I have spent my time whilst in custody learning to improve my own life and becoming a better person. I am working hard to address the deeper meaning behind my offending and change my life, as well as gain answers to questions I need from my inner self."

What is common and revealing in these quotations is that, even though they are facing a formidable challenge in life that none of us would ever like to endure, both inmates are able and willing to explore the meaning of their respective lives' moments, including those "moments" that are not so pleasant and may actually be extremely painful for them. Moreover, the inmates are demonstrating their willingness to own up to their own lives by discovering the meaning of any given moment, including those that came during their imprisonment. They are assuming responsibility for weaving their unique tapestry of existence, that is, what is their own life.

Now let me ask you: if inmates in a real prison are able and willing to search for meaning in their lives, as well as exploring ways to change and grow, are you? Remember, we don't really create meaning; we find it. And we can't find it unless we look for it. Although we are not always aware of it, meaning is present in every moment, even in what may be viewed as the darkest hours of our lives.

There are as many shades of meaning as there are colors. And nobody can determine meaning for someone else. Detecting the meaning of life's moments is a personal responsibility, one that cannot be simply delegated to another. This is the case no matter how much we would like to do so. If we open ourselves to being aware of the many possibilities, like the prison inmates with whom I've been communicating, we open ourselves to meaning. Indeed, even the most profound grief and intolerable circumstances can open us to meaning. And, to be sure, so can even the smallest, seemingly "insignificant" of moments in our lives.

To get you started on the path to detecting the meaning of life's moments, I would like to introduce you to a process that I call "existential digging." I have found this procedure to be especially helpful as both a catalyst and guide for putting this meaning-centered principle into everyday practice. Simply put, for every situation or life experience, especially those that may be important to you and your life, I would like you to do some "existential digging" by reflecting and making note of your responses to the following four questions: (1) How did you respond/react (behaviorally, that is) to the situation? (2) How did/do you feel about the situation? (3) What did you learn from the situation? And, importantly, (4) How did you grow (are you growing) from the situation?

Now listen carefully to the following lyrics by Rodney Crowell in his song, "Time to Go Inward," from his album, Fate's Right Hand:

"It's time to go inward, take a look at myself. Time to make the most of the time that I've got left. Prison bars imagined are no less solid steel."

By remaining aware of the need to detect, learn, and grow from the meaning of life's moments, you ensure that you do not become a "prisoner of your thoughts" and get locked away in your own inner mental prison!

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

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The Meaning and Power of Forgiveness

In light of everything that is going on in our country and the world right now, including the economic crisis that is on center stage, it may be a good time to consider a topic that usually gets ignored when the "blame game" is in full swing.  We're talking about forgiveness.  Indeed, getting to forgiveness is perhaps the most difficult and challenging thing that we can do to go beyond ourselves when we are so fixated on our problems, our needs, and our demands.  Let's face it, when things are spinning out of control--and especially out of our control--it's at least comforting and cathartic, even if it doesn't really resolve anything, to be able to point the blame on others for our situation.  Of course, getting to forgiveness under such circumstances is much easier said than done.  But it can be done!  And, importantly, our capacity to forgive actually provides us with a pathway to true freedom and self-empowerment that, at the same time, is a platform for healing what ails us and for confronting what challenges us.

Forgiveness means "letting go" of our suffering.  In effect, it has much more to do with our own well-being than that of the person or persons we forgive.  When we hold on to our suffering--our resentment, hurt, anger--we are inside ourselves with self-pity.  It becomes a veil through which we see ourselves and others; it becomes something we have to feed, keep alive, and justify.  If we don't, we think we allow the other person or people to be "right" in their unjust treatment of us.

But forgiveness can be one of the most powerful things we do.  Like any muscle, however, it has to be exercised to work well.  Forgiveness can be very complicated.  Sometimes we think that it equates to forgetting, diminishing, or condoning the misdeed, but it really doesn't.  It has much more to do with freeing ourselves from its hold.  Our ability to live our lives with love, understanding, and generosity is impeded when we don't forgive.  It doesn't mean that we have to love and be generous to the woman who was disloyal to us at work or the man who belittled our ideas at a staff meeting.  Neither does it mean that we have to love and be generous to those government officials who dropped the ball by not managing the public's business with integrity and accountability or to those corporate executives on Wall Street who dangerously let the will to money trump the will to meaning at the public's expense.  No, this is not it.  But what it does mean is that we forgive them and liberate ourselves from further captivity.  Love and generosity, as well as understanding, will return in their own time and on their own terms (the same holds true for things that happen to us in our personal lives and relationships).

There is another aspect of forgiveness that we would like to share with you.  It involves what is referred to as "collective guilt."  In this regard, Viktor Frankl, who had survived four Nazi concentration camps, had spoken out all his life against the theory of the collective guilt of the German people.  Dr. Frankl, in point of fact, had given a now famous speech in which he urged Jews to go and confirm that there were both kinds of people under the Nazi regime, decent people and unprincipled people.  Therefore, he argued that it would be unjust to condemn them all, lock, stock, and barrel.  By the same token, it would also be unjust to condemn all future generations of Germans for the deeds of those who were, to use Frankl's descriptor, unprincipled.

Fast forward to the present day and ponder the temptation to use the notion of collective guilt against all Saudi Arabians or Muslims for what occurred on September 11, 2001, or against all corporate executives, especially those who make a living on Wall Street, and all government bureaucrats for what is now happening in our economy.  Can you see how collective guilt only serves to exacerbate what may be an already bad situation by making it worse?  Can you also see how our motivation to forgive or not forgive is tied to collective guilt in both subtle and not-so-subtle ways?

Importantly, when we go beyond ourselves--whether to forgiveness, unselfishness, thoughtfulness, generosity, and understanding toward others--we enter into the spiritual realm of meaning.  By giving beyond ourselves, we make our own lives richer.  This is a truth long understood at the heart of all meaningful spiritual traditions.  It's a mystery that can only be experienced.  And when we do experience it, we are in the heart of meaning.  We are no longer "prisoners of our thoughts."  And, remember, forgiveness, in the final analysis, is also good for your health!

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

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Prescription for Getting Through Hard Times

"The sky is falling! The sky is falling!" cried Chicken Little. If you are unfamiliar or don't remember the story of Chicken Little, we invite you to watch one of the versions of this classic tale produced in 1943--another challenging time in our Nation's history--by Walt Disney (click here). As you will see, there are many lessons to be learned from Chicken Little's plight that can be applied to what is happening today!

Yes, make no mistake about it: we live in difficult, uncertain, and confusing times. On the economic front, the mortgage meltdown, credit crisis, and draconian job losses are all part of a vicious cycle that appears to know no end. "Yes, Virginia, there is a Recession."  But let's not be like Chicken Little and add more fear-mongering fuel to the existing fire of existential angst. That's not going to solve anything. Besides weakening the efforts to revive the economy (to say nothing about how fear-mongering plays havoc on our foreign affairs), cries of "the sky is falling" may do worse; they may prove to be a self-fulfilling prophecy!

In life's most difficult situations, it is our capacity to cope and our personal resiliency that that are put to the ultimate test. It is then that the "freedom to choose our attitude" takes center stage (see our YouTube video clip on this topic).  The responsibility for choosing our attitude, of course, lies solely and soundly with each one of us.  No matter how much we may want to do so, it cannot be transferred to someone else.  We have made this claim over the years not only to individuals facing personal challenges, but also to various corporate and government clients, especially in cases where workers, including executives and managers, seem intent on "bitching and moaning" about their working conditions but don't appear willing to do anything about them.

We're reminded of the Far Side cartoon that shows people mingling at a "Part of the Problem" Convention because it illustrates to an absurd level how limited and negative our thinking can become. We celebrate our freedom to choose our attitude at work only when we decide to move from being a part of the problem to becoming a part of the solution.   And in our personal lives, too, it doesn't work to wait for solutions magically to arrive; we have to be a part of the solution. NBA coach Phil Jackson, in his book, Sacred Hoops, cautions us to remember that the best way to realize your dreams is to wake up!  In other words, being part of any solution also means taking action.

When we choose our attitude in light of what we call true optimism, we actually make three choices: (1) we choose a positive attitude about the situation at hand; (2) we choose an attitude that supports a form of creative visualization about what's possible; and (3) we choose an attitude that generates passion for the action that makes the possible become a reality. In other words, being a "true optimist" requires more than just positive thinking. Positive affirmations, like good intentions, aren't enough; we need to be able to visualize the possibilities that may result from our choice of attitude, and be able to feel the emotion or passion behind our choice of attitude that will help us actualize or realize such possibilities.

We each have the ultimate freedom to make these choices, but it is amazing how frequently we don't.  We either "choose" to abstain from taking full responsibility for what should be our conscious choices or "choose," albeit unconsciously, to remain frozen in thought patterns that may no longer serve our highest good. In short, we become prisoners of our thoughts.

Man is not free from conditions.  But he is free to take a stand in regard to them.  The conditions do not completely condition him.  Within limits it is up to him whether or not he succumbs and surrenders to the conditions.  He may as well rise above them and by so doing open up and enter the human dimension...Ultimately, man is not subject to the conditions that confront him; rather, these conditions are subject to his decision.  Wittingly or unwittingly, he decides whether he will face up or give in, whether or not he will let himself be determined by the conditions.--Viktor Frankl, M.D., Ph.D.

In our work and personal experience, we have encountered clients, co-workers, friends, and family members who are stuck in old habits of self-imprisonment (and, of course, we've "been there, done that" as well!). They display the power of negative thinking about a given work or life situation, assuring that they could never visualize a better tomorrow. Or they are steeped in so much fear of the unknown (again, remember Chicken Little!) that they have essentially immobilized themselves, effectively avoiding any kind of risk, or have reacted in ways that essentially "work against themselves." The ultimate freedom to choose their attitude and a positive future, no matter how desperate they may be, seems as foreign to them as a life in which they could feel truly fulfilled and happy.

So how about you? Even if you believe that the "sky is falling," what are you going to do about it? Are you willing and committed to be a part of the solution rather than a part of the problem? Are you ready to face up to the conditions that are trying to get you to surrender? Are you a "true optimist?"

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

02:41 pm | 0 recommendations | 4 comments

Don't Work Against Yourself!

Good intentions are not enough--no matter how well intended they may be.  Paradoxically, if we become fixated or obsessed with our intentions, we may actually work against ourselves, which is a concept (and technique) known as, you guessed it, "paradoxical intention."  This is one of seven core principles that we explore in our bestselling book, Prisoners of Our Thoughts.  Let us explain.

Have you ever worked so hard at something that the more you tried, the harder the task became and the farther away it seemed you got from your goal?  In other words, one step forward, two steps backward?  We know that we've experienced this kind of situation many times in our lives, including our work lives.  Just like you, we've had many good intentions.  And just like you, we believe that there is an undeniable power of intention that cannot (and should not) be ignored.  In this connection, my (Pattakos) mentor, the world-renown psychiatrist, Viktor Frankl, wrote the following in a 1953 letter: "It is said: where there is a will there is a way; I add, where there is an aim, there is a will." [Emphasis added]

So, put differently, having an intention is an important driver, if you will, for accomplishing our aims in life.  Unfortunately, in our lives, and we learned this the hard way, our fixation on outcomes often, if not more often than not, "backfired" and we were unable to achieve or fulfill our ultimate goal.

Of course, we could easily blame such situations on others or, at least, shift to others the bulk of responsibility for failing to reach our objectives.  We choose not to do so, however, for we now can see how our own actions can (and do) often work against us.  Paradoxically, as we review these situations with the benefit of hindsight, we now can say that we had become our own worst enemy and at the time didn't even know it!  Has this ever happened to you?

"Ironically enough, in the same way that fear brings to pass what one is afraid of, likewise a forced intention makes impossible what one forcibly wishes."--Viktor Frankl, Man's Search for Meaning

As a case in point, let's consider our work.  Our jobs are always more than our jobs.  They represent relationships: to ourselves and to others; to our customers and consumers; to the products we are designing, creating, and selling; to the services we offer; to the environment; and to the way in which what we do has an impact on the world.  These relationships weave together through our work, they have meaning individually and collectively.  When we focus too intently on outcome, these relationships suffer.  In other words, the harder we work for success, the more elusive it becomes.

Meaning is found in awareness of the moment, and when we get too far from the moment we start to lose our effectiveness.  Even when the stakes are high and our success essential, focusing on the results rather than the process can actually get in the way of a successful outcome.  We all know how it works: our nervousness and anxiety about "getting it right" keep us from getting it right.  The higher our expectations about something, the more disconnected we are from the actual accomplishment of it all and the less able we are to participate in its successful unfolding.

Dr. Frankl called this paradoxical intention. Our good intentions actually become the cause of our failure.  When a specific success is so fervently sought that we overlook and neglect the relationships that are an integral part of the process, we lay the seeds for something to go wrong.  We fly in the face of our own success.  We neglect our own meaning, the meaning of others, and the meaning of the process.  

"My boss is a jerk."  "My boss hates me."  "My boss steals all the credit."  How many times have you made or heard statements like these?  Time out.  Think about what you are saying, what it really means, and how it may be affecting you or your co-workers.  True enough, bosses have flaws and many of them are significant.  On the other hand, most bosses are not the pointy-haired characters portrayed in Dilbert cartoons.  More often than not, they have moved up in the company for some good reason.  So, if you dismiss your boss because of flaws, you may actually be cheating yourself out of a chance to learn and grow.

When we overlook the opportunity to have respectful and meaningful moments with others--be it at work or in our personal lives--we undermine our chances of long-term success.  And when we do take the time to nurture our relationships, the definition of success expands exponentially.  Our day-to-day, minute-to-minute lives become success in and of themselves; our specific goal-oriented successes become more accessible.

Few of us, of course, get through our lives unscathed.  We get divorced; we lose our jobs, sometimes after many years of dedicated service; our health fails us in some way; our kids fail us; we fail one another.  Life can be as full of "failures" as it is of successes.  Yet in our failures we can find tremendous meaning, and only in meaning do our failures have a useful legacy.  When our failures become useful, we triumph over them.  Instead of leading with our disappointment and bitterness over a job loss or a lost relationship, we lead with our ability to have compassion and understanding--for ourselves and for others.  Then, in our search for our next job, our next friend, we project wisdom and experience.  Our appeal is heightened and our possibilities increase.

Meaning rests in appreciation of the moment, in gratitude, in awareness, and in relationship.  When our awareness is only focused on the future or the past, we lose all connection to now, where we are, where others are, and where the meaning is.  When we don't appreciate the present, we aren't appreciating the process.  When we aren't grateful for the meaning in our life, right now, we aren't honoring ourselves or others.

Our lives are inherent with meaning, no matter how we measure our success.  And even when we do reach the pinnacle of professional success in some endeavor, the feelings that come with such success are fleeting.  The goal is reached, mission accomplished, now what?  Suddenly there is a sinking feeling, emptiness settles in, and we wonder what it all really means.  Is that all there is?  If we have forsaken the means for the end, then the end really is the end!

When we stay true to our core values in our personal and work lives, we lay a foundation of meaning.  When we live and work in awareness of the moment, we stay connected to meaning.  Our existence, and the existence of all life, is meaning.  It is simply waiting to be discovered, whether we work at a construction site, a bakery, a high school, a movie theater, a multinational corporation, a landfill, a restaurant, a home office, or the White House.  By not being a prisoner of our thoughts, and by not working against ourselves, we bring meaning to life and work.   

Note: For more about both the concept and technique of paradoxical intention, see Chapter 7, "Don't Work Against Yourself," in our book, Prisoners of Our Thoughts.  And, of course, if you have any questions to ask, or thoughts and/or experiences to share with us, please do so!

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

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We've always done it this way!

Often innovative approaches are hampered because we are unable or unwilling to see past “the way we always do things around here.” Consider the story of the elephant and the log:

When an elephant is very young, one of the first things it is taught is not to escape. Its trainer will tie one end of a chain around the baby elephant’s leg and the other end around a heavy log. When the baby elephant tries to escape, the weight of the log prevents it from doing so.  Despite repeated attempts, the baby elephant is unable to escape and soon becomes used to its captivity.

With the passing of time, of course, the elephant grows and becomes a big and strong adult. However, whenever the trainer ties a chain around the elephant’s leg and then ties the other end to anything, including a very light log, the elephant does not even try to escape. The elephant, known for its awesome memory, is still trapped in thoughts of captivity from its youth, despite having the ability to break free and venture into new territory.  The elephant effectively becomes a “prisoner of its thoughts” by creating the walls of its own captivity!

A similar phenomenon frequently occurs in our organizations and within ourselves. Often the “logs” (e.g., fears, negative thoughts from previous workplaces or bosses, old habits and routines, the “rules” of how our industry runs, and the list goes on and on… ) hold us in captivity and prevent us from achieving our highest potential, including—and perhaps especially—our individual and collective potential to innovate. Like elephants, we become “prisoners of our thoughts” and don’t even recognize that the key to our freedom is within, and within reach! So, are you Innovating with Meaning by recognizing and addressing the “way we’ve always done it?” What, in other words, are you doing to ensure that the chains of memory don’t prevent you from achieving your innovation potential?

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).  See also our new "Dr. Meaning" Channel on YouTube: www.youtube.com/DrMeaning.

04:03 pm | 0 recommendations | 1 comment

Ideas to Expand Your Portfolio of Products & Services

In the spirit of "Innovating with Meaning" in the New Year, especially during a time when the call for innovation can be heard loud and clear, we offer the following ideas to help you expand your current portfolio of products and services:

• Seek to alter the "forgetting curve" by reminding your current customers through advertising of products & services and/or of specific benefits or aspects of said products & services of which customers may be unaware;
• Sell more to your current customers by offering promotions or volume discounts for a limited time, such as a “buy 2, get 1 free” offer;
• Sell more often to your current customers by promoting frequent purchases via a loyalty card campaign;
• Find other uses for your product or service (for example, Arm and Hammer encouraged consumers to place an open box of baking soda in their refrigerator to mask food odors; Absorbine, once only a remedy for animals, is now available in a less potent formula, Absorbine Junior, for relieving sore muscles in humans);
• Find a new distribution channel, such as eBay or Amazon.com for your products & services;
• Create a new occasion (for example, Hallmark Cards is famous for promoting new holidays in order to encourage higher sales; cereal manufacturers encourage consumers to eat cereal as a snack in addition to the breakfast occasion);
• Decrease the price with special events, such as Back-to-School sales;
• Offer various price points (as hotels do with standard and deluxe suites);
• Add a service to the product, such as free ski wax with the purchase of new skis;
• Bundle with other products or services, such as offering airfare, hotel, and car rental packages;
• Develop line extensions. Disney is a master at expanding the use of its movie properties;
• Introduce new levels of service, such as the way that American Express does with its card programs or as dry cleaning stores do with rush or regular service;
• Expand by offering new services.  Restaurants are expanding into the rental market where they are offering to rent their premises for cooking lessons, cooking parties, and even executive team training courses where team members can learn to break down their communications barriers by learning to cook together;
• Develop new products within the same category;
• Develop new products in a new category.  For products and services operating in so-called “mature categories,” it is wise to expand the definition of the category by combining one category with another, or by creating an entirely new category;
• Find new customers via a new distribution channel, such as Avon and Tupperware successfully did.  Vending machines, for instance, represent a viable distribution channel to target new customers for many products;
• Find new customers in new geographic zones.  Expand your distribution globally;
• Redefine the target market.  Attract new customer groups, such as teens or families. For example, Tilley, the Canadian hat manufacturer, supplied hats for soldiers who were serving in the US Army;
• Reposition the product or service from a niche to a mainstream category in order to attract a larger customer base;
• Cross-sell your products to new customers who are already your customers! Financial institutions, for example, are finally learning to sell their loan services to those customers who are holding savings accounts at the same branch;
• Remove barriers to your current products or services. Find out what the barriers to using your product or service have been among potential new or returning customers. Decide if these barriers warrant corrective action in order to attract these new customers;
• Sell your knowledge to others outside of your industry sector. For example, Second City, well known for SCTV and comedy shows, has expanded its portfolio by offering knowledge through improvisation training courses targeted to business people who want to improve their presentation and communication skills;
• Identify totally new business concepts. Nokia began operations in 1865 as a wood pulp mill and, over time, changed its business focus to chemicals, rubber, and, most recently, to telecommunications;
• Create new categories and industries. Go where no one has gone before!

We hope that you will find something on this list of ideas that proves to be useful (and, of course, "meaningful") to you and your organization as you navigate through these difficult economic times.  For more ideas and examples, please see our bestselling book, The Seeds of Innovation. Happy New Year!

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

01:18 pm | 0 recommendations | Be the first to comment

Innovation is a Contact Sport!

Three weeks ago, we introduced our model for viewing innovation from a team and organization perspective.  The model, which we call the "Innovation Field," is described in our bestselling book, The Seeds of Innovation.  The empirically-based Innovation Field incorporates eight key areas or "elements" that, together, create a systematic and systemic view of how to create, improve upon, and sustain the conditions for innovation.

Let’s now take a look at the seventh and eighth element of the model:

7) Innovation Rewards and Recognition

8) External Stakeholder Innovation

Innovation Reward and Recognition:
We believe that innovation transcends all elements of an organization and, therefore, is not a sole responsibility of any single function or area. On the contrary, it is everyone’s responsibility to identify and implement continuous innovation. Innovation should be clearly described as a specific objective in everyone’s performance objectives. Further, in our view, innovation efforts should be recognized and rewarded as a means of stimulating an innovation culture throughout the organization.  A team should review how it is evaluating and rewarding both individual and group innovation efforts. And remember, in the final analysis, innovation is a contact sport!

External Stakeholder Innovation:
Our definition of "external stakeholders" includes customers, suppliers, regulatory agencies, and other partners.  Indeed, our broad definition also includes competitors!  To be sure, no organization stands alone. Every organization is part of a complex web of interdependencies with each entity ultimately reliant on the others for survival and success.  Great ideas will come from knowing how this web operates and how your organizational group or function best operates within it.  Great ideas also will come from knowing your business, your customers, and your competition. Every organization must tap the external marketplace in order to identify valuable ideas that fit the needs of the organization and that can help keep the organization "ahead of the wave." All too often, organizational groups rely primarily on ideas generated inside the organization, instead of capitalizing on ideas from both inside and outside the organization.  A team should evaluate how it is sharing its innovation strategy with its partners, as well as how it is encouraging and rewarding its partners for sharing ideas.  Again, remember that innovation is a contact sport!

Are you Innovating with Meaning by utilizing Innovation Rewards and Recognition and maximizing the use of External Stakeholder Innovation?

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

02:54 pm | 0 recommendations | 2 comments

Meaningful Capitalism: Change You Can Believe In

“The Times They Are A-Changin,” sang Bob Dylan, which is one of his most famous title tracks for it captured the spirit of social and political upheaval that characterized the 1960s. Personally, this was a coming of age period for me (i.e., my transition from adolescence to adulthood); and, importantly, I was able to experience first-hand the deeper meaning behind Dylan’s lyrics. Like today, I’m haunted by feelings of déjà vu as I write these words, the quest for “change we can believe in” was a, if not the most, commonly-shared mantra of the times.

Fast forward three decades, through many life blessings and meaning moments, to when I was serving as President of “Renaissance Business Associates” (RBA), a nonprofit, international network of people committed to advancing business integrity and elevating the human spirit in the workplace. During my tenure as president, RBA was active in Australia, Canada, Europe, Nigeria, South Africa, and the United States. The creation of RBA, in many ways, was a response to a call by the influential American author, Marilyn Ferguson, best known for her 1980 book, The Aquarian Conspiracy, who envisioned the business “community” as being on the vanguard for positive change in society and the world. My involvement in RBA during these years was influenced significantly by Ferguson’s vision and call to action. (Sadly, Marilyn Ferguson died unexpectedly of an apparent heart attack on October 19, 2008, but her legacy lives on. To be sure, among her other qualities, Marilyn was a “true optimist” and firm believer in human potential.)

So I must now ask: are we closer to a “New Age” in business today than when The Aquarian Conspiracy was first released in 1980 or when I was affiliated with RBA in the 1990s? The current economic situation notwithstanding, or maybe in light of the current economic situation, is the business “community” finally on the cusp of becoming the vanguard for positive societal and global change after all? Can and does the “audacity of hope” apply to the business arena and corporate world? More fundamentally, is there such hope for “Capitalism” in the postmodern era?

There are many different points of view related to the notion of “Capitalism.”  In this regard, I've come across discussions of “Conscious” Capitalism, “Creative” Capitalism, “Disaster” Capitalism, “Good” Capitalism, "Philanthro"Capitalism, and “Responsible” Capitalism, among others. There is also considerable attention being paid to what is commonly-referred to as “Corporate Social Responsibility” and the corollary emphasis on corporate philanthropy. To be sure, I’m intrigued and inspired by all of these perspectives on the topic and am grateful to the many people who have contributed to this important dialogue.

This said, l also consider myself to be a true optimist and firm believer in human potential. And much like Patricia Aburdene, author of Megatrends 2010 and one of the foremost trend trackers in the United States, I would like to propose that the corporate world of business is undergoing a major transition, a kind of “moral transformation,” that is beginning to reshape Capitalism. And while this transition may have started years ago (again, I’d like to give credit to the catalytic influence of Marilyn Ferguson), the current climate of creative destruction in the global economy is likely to accelerate the pace of change that is now desperately needed. We may even soon see the presumed bedrock of Capitalism, “greed,” slowly fade into the past. Now that’s change we want to believe in!

However, is such a rosy outlook really justified, you ask? You bet! As I have underscored many times before, on this site and elsewhere, there is another “megatrend” of the 21st Century, a proposition that is reinforced by Aburdene’s observations, that must be taken into account: the search for meaning. This human quest is not only pervasive (and transformative) in more and more people’s everyday lives, but also is coming into play with greater frequency and influence in their work lives. In my book, Prisoners of Our Thoughts, I make the argument that the transformation of work in the 21st Century is, in many respects, a call for humanity--a new consciousness that strengthens trust in the unconditional meaningfulness of life and the dignity of the person. Moreover, by applying this meaning-focused philosophy to the workplace, we can more deeply humanize our working lives and bring deeper meaning to work itself.

The same philosophy, I submit, can be applied on a “macro” level to organizations in the corporate, government, and nonprofit sectors. From the perspective of a true optimist, it can even be used to transform Capitalism along the lines advanced by Ferguson, Aburdene, and other members of the vanguard for positive, innovative, and meaningful change! By integrating and applying the truly “best practices” of companies and businesses that have demonstrated how both doing good and making a profit can be accomplished, a “New Age” of Capitalism, whatever it may be called, is possible. Come on folks, as Walt Disney used to say, “If you can dream it, you can do it!” And if there ever was a time not to give up on “dreams,” this is it!

To avoid misrepresenting or having to choose among any of the “new” forms or kinds of Capitalism that are seriously being discussed to accomplish the transformation agenda suggested here (and, naturally, because I have been affectionately nicknamed, “Dr. Meaning”), I propose that we call this new direction, Meaningful Capitalism. Under this scenario, the primary focus of the broadly-defined community of stakeholders in the corporate, government, and nonprofit sectors is on the will to meaning rather than the “will to power” and its more primitive form, the “will to money.”  Moreover, I’m going to propose that, at a time when the call for innovation can be heard loud and clear, organizations in all sectors must commit authentically to meaningful values and goals in order to make a positive difference and create a better world. Innovation for innovation’s sake will not achieve these goals. A new consciousness, “Innovating with Meaning,” which is the focus of this blog, will be required not only to meet the pressing human needs of our time but also to build a solid platform, framed by “Meaningful Capitalism,” for the future.

Alright, you probably think that I’m nothing but a “dreamer,” if not totally out of my mind! Get real, you say? “Capitalism, in any form, is evil at best.” “There is no such thing as a soul of a business.” “Corporations, by definition, have no conscience.” I hear you, but I’m still not convinced. Today, especially in the United States with a new political administration ready to take the helm, we’re at the dawn of a new era. Anything is possible; not only in the way that we manage the “public’s business” but also in the way that the world of business, e.g., Corporate America, operates. Indeed, the time is ripe for such a transformation to take place. The discussions about and proposals for a “new” kind of Capitalism provide evidence that such a transformation is already in the works. Let’s capitalize (no pun intended) on these efforts with all deliberate speed by keeping the dialogue going and by spotlighting the initiatives and innovations that are currently being made. Let’s not be disillusioned by the failings of the past but, instead, let’s take full advantage of this time of “destruction” and “transition” by co-designing a more positive future and a better world for all.

I’d love to hear your thoughts (and feelings) about this pressing issue, so please submit your comments and keep the conversation going. If you don’t mind, I have something else that I would like you to do. I have the good fortune of collaborating with two award-winning documentary filmmakers, Irene Lilienheim Angelico and Abbey Jack Neidik (DLI Productions, Montreal, Quebec, Canada), on an exciting film project that will bring the concept of this “new” kind of Capitalism to life by demonstrating that it can and does work. My colleagues, Irene and Abbey, and I would love to have your input into this project. If you know of companies that you think/feel may be examples of Meaningful, Conscious, Creative, Good, or Responsible Capitalism, please either submit their name(s) as a comment to this post and/or send your suggestions to me directly via email: alex@prisonersfourthoughts.com. I invite you to join the dream! Don’t forget, “the times they are a-changin.”

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

08:39 am | 0 recommendations | 2 comments

Innovating with Meaning: More Elements of the "Innovation Field"

Two weeks ago, we introduced our model for viewing innovation from a team and organization perspective. The model, which we call the “Innovation Field,” is described at length in our bestselling book, The Seeds of Innovation. Again, in brief, the Innovation Field incorporates eight key areas or “elements” (metaphorically, think soil composition) that together, create a systematic view of how to create and improve the conditions for innovation.

In previous posts, we introduced the first four elements of the Innovation Field. Let’s now take a look at the fifth and sixth elements of the model:

5) Innovation Programs

6) Innovation Skills Development

Innovation Programs
It is important to “rally the troops” in meaningful ways behind innovation programs or special events. An innovation program is specifically and explicitly designed to focus everyone’s attention on improving and sustaining innovation and has a designated time frame for starting and finishing. These programs or special events serve to align further the members of the organization and instill a stronger innovation culture. An innovation leader should provide the program or special event format, resources, training, and incentives, as well as establish a communication feedback process after the program/event, to ensure that the focus on innovation is widespread throughout the organization.

Innovation Skills Development
Innovative thinking is a skill. It can be taught, and with practice, it can be improved. It is critical that members of the organization feel confident in finding, developing, and implementing new ideas in order to “fertilize” and “cultivate” the group’s Innovation Field. By developing their innovation skills, members will be able to see a range of opportunities to strengthen the group/team, as well as the whole organization. Innovation skills development is a key element in developing and sustaining a culture of innovation. Unfortunately, in our experience, this particular element, along with Innovation Process Networks, which was introduced in last week’s post, tend to be the weakest components of the overall Innovation Field. To address this weakness, innovation should be viewed and treated as a core competency for all employees!

Are you Innovating with Meaning by maximizing the return from your Innovation Programs and encouraging Innovation Skills Development?

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).

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Innovating with Meaning: Elements of the "Innovation Field" (Continued)

Last week, we introduced our model for viewing innovation from a team and organization perspective. The model, named the “Innovation Field,” is described in our bestselling book, The Seeds of Innovation. The Innovation Field incorporates eight key areas or elements that, when considered together, create a systematic and systemic view of how to create and improve the conditions for innovation.

Let’s take a look at the third and fourth elements of the “Innovation Field” model:

3) Innovation Resource Allocation

4) Innovation Process Networks

Innovation Resource Allocation
Without adequate resources, the Innovation Field model cannot be fully implemented. By resources, we mean time, people, money, information, facilities, and other tangible supports. In order to ensure that the organization has a true culture of innovation, leaders must support their intentions with resources! A team, for instance, needs to understand if it is allocating enough time to explore the external world (for example, by attending conferences, workshops, tradeshows, by exploring the Internet, and by reviewing the competition, other categories, etc..) and enough time to investigate and develop new ideas. A team also needs to understand where funds are not being maximized and where funds should be reallocated to better use to support innovation. Importantly, a team must be open to new ideas that arise throughout the year outside the budget cycle, so that they can also be fully investigated and, when appropriate, supported.

Innovation Process Networks
One of the biggest challenges facing Innovation Management has to do with capitalizing on insights and ideas across the organization and, in effect, counteracting the so-called "silo effect" that prevents the cultivation of innovation in a systemic and sustainable way. Yet, an organization’s competitive advantage depends on its ability to identify innovative ideas, share these ideas, and implement them quickly. Organizations, therefore, need collaborative processes or networks for identifying, developing, and implementing innovative ideas across the organization. These processes should be fully integrated into the day-to-day processes an organization uses in order to reinforce a true culture of innovation. All processes should also be designed for speed so that the members of any organizational group can quickly access new information, develop, and then implement ideas that matter. Better information, as well as better information “flows,” allow organizations to identify better ideas and to make better decisions!

Are you Innovating with Meaning by cultivating the Innovation Resource Allocation and Innovation Process Networks elements of your organization’s "Innovation Field"?

Blog Co-Authors:

Dr. Alex Pattakos is the author of Prisoners of Our Thoughts (www.prisonersofourthoughts.com) and Elaine Dundon is author of The Seeds of Innovation (www.seedsofinnovation.com).  They are co-authors of Innovating with Meaning (forthcoming).