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We've all been there: the pivotal meeting in which you push forward a new idea or proposal you're passionate about. A fast-paced discussion leads to an upwelling of support that seems about to reach critical mass. And then in one disastrous moment, your hopes are dashed when someone weighs in with those fateful words: "Let me just play devil's advocate for a minute. . . ."

Having invoked the awesome protective power of that seemingly innocuous phrase, the speaker now feels entirely free to take potshots at your idea and does so with impunity. Because he's not really your harshest critic. Instead, he's essentially saying, "The devil made me do it." Devil's advocates remove themselves from the equation and sidestep individual responsibility for the verbal attack. But before they're done, they've torched your fledgling concept.

The devil's-advocate gambit is extraordinary but certainly not uncommon since it strikes so regularly in the project rooms and boardrooms of corporate America. What's truly astonishing is how much punch is packed into that simple phrase. In fact, the devil's advocate may be the biggest innovation killer in America today. What makes this negative persona so dangerous is that it is such a subtle threat. Every day, thousands of great new ideas, concepts, and plans are nipped in the bud by devil's advocates.

Why is this persona so damning? Because a devil's advocate encourages idea wreckers to assume the most negative possible perspective, one that sees only the downside, the problems, the disasters-in-waiting. Once those floodgates open, they can drown a new initiative in negativity.

Why should you care? And why do I believe this problem is so important? Because innovation is the lifeblood of all organizations, and the devil's advocate is toxic to your cause. This is no trivial matter. There is no longer any serious debate about the primacy of innovation in the health and future strength of an organization.

As the general manager of Ideo, I have worked with clients from Singapore to San Francisco to São Paulo, and witnessed firsthand how innovation has become recognized as a pivotal management tool across virtually all industries and market segments. And while we at Ideo used to spend the majority of our time in the world of product-based innovation, we have more recently come around to seeing innovation as a tool for transforming the entire culture of organizations. Sure, a great product can be one important element in the formula for business success, but companies that want to succeed today need much more. They need innovation at every point of the compass, in all aspects of the business, and in every team member.

Building an environment fully engaged in positive change, and a culture rich in creativity and renewal, means creating a company with 360 degrees of innovation. And companies that want to succeed at innovation will need new insights, new viewpoints, and new roles.

All good working definitions of innovation pair ideas with action, the spark with the fire. Innovators don't just have their heads in the clouds. They also have their feet on the ground. The company 3M, one of the first to fully embrace innovation as the essence of its corporate brand, defines it as "new ideas--plus action or implementation--which result in an improvement, a gain, or a profit." It is not enough to just have a good idea. Only when you act, when you implement, do you truly innovate. Ideas. Action. Implementation. Gain. Profit.