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Innovation

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To Innovate, Leaders Need To Empower The Edges | Digital Tonto

In thinking about social justice, the philosopher John Rawls proposed a thought experiment known as the Veil of Ignorance. What kind of society would you design if you didn’t know what position you’d occupy in it—rich or poor, Black, white, or brown, gay, straight, or trans? While Rawls was focused on justice, not innovation, the Veil of Ignorance offers a useful model for thinking about how access and influence are structured within organizations. When coaching business leaders, I often pose a similar question: If a junior employee had a game-changing idea, how would they get it implemented and scaled throughout the organization? How do transformational ideas and practices ideas filter up to the top? For most, the exercise is an eye-opening experience. The truth is, very few organizations are designed to incorporate new ideas. They’re built to deliver on a specific mission—whether that’s serving customers, healing the sick, feeding the hungry, or enforcing laws. But over time, the very structures that ensure consistency and reliability also reduce adaptability. That’s why it’s incredibly hard for an enterprise to be both optimized for today’s mission and responsive to tomorrow’s possibilities. Yet the situation is far from hopeless. You can equip people with the knowledge and skills to drive change from within, to identify important problems, build a core team of enthusiasts, develop a Keystone Change project and leverage networks to grow scale. As Rita McGrath has pointed out, change originates at the edges. Leaders, by definition, are at the center with limited access to those edges and limited resources to get there. If you want your organization to be ready for change you don’t just need better ideas—you need better changemakers who can help those ideas gain traction, build momentum and scale to impact.

How We Got Here—and What Needs To Come Next | Digital Tonto

In his first inaugural address, Ronald Reagan declared, “Government is not the solution to our problem, government is the problem,” and vowed to unleash the private sector. His deregulation led to the Savings and Loan crisis. Then came the dotcom bubble and crash, two long and destructive wars, the Great Financial Crisis, and the Covid pandemic. Each time there was a villain to execrate: Big Business, Wall Street, Neocons, The Military-Industrial complex, Big Banks, Big Pharma and, of course, nameless government bureaucrats (sometimes also known as public servants). At this point, there’s no one left to blame but us. We can kick the bums out, disrupt our systems and invent new theories of the case, but at some point, we will also have to point the finger at ourselves. In Eastern Europe, I saw how broken societies crumble. Yet I also saw how they can rebuild. When I first arrived in Poland in 1997, it seemed like nothing worked. Today, it is an advanced economy. Warsaw—having suffered the double misfortune of being destroyed by Hitler and rebuilt by Stalin—is now a modern metropolis, with clean streets, bustling shops and low crime. They were able to achieve all this because they chose a better way. Once we accept that we are the problem, it becomes clear that we can also be the solution. There are no heroes coming to save us. We need to accept that the America we knew is gone and the current order—or disorder—cannot stand. Rebuilding isn’t just about systems, it's about understanding our bonds to each other and renewing shared values so that we can regain a shared sense of purpose and common endeavor.” The end of one order always marks the beginning of another. It is now a time to rebuild. As Bill Clinton said in his first inaugural, “There is nothing wrong with America that cannot be cured by what is right with America.” We got here by making bad choices. We need to start making better ones. The only way out is through—and it starts with ourselves.

Why Resistance to Change So Often Defies Logic | Digital Tonto

When we feel passionately about something, our first instinct is to often go and try to convince the skeptics. We’re sure that once they understand the idea, they will embrace it. That’s almost never true. More likely is that they will work to undermine what you’re trying to achieve in ways that are dishonest, underhanded and deceptive. In How Minds Change, author David McRaney found that people involved in cults or believed in conspiracy theories didn’t change their opinions when confronted with new facts, but when they changed their social environment. We tend to adopt the ideas of those around us. The best indicator of things we think and do is what the people around us think and do. The truth is that the status quo always has inertia on its side and never yields its power gracefully. People spend years being absorbing existing paradigms. Embracing something new means rewiring their brains, incurring switching costs and and pushing against the pull of their social networks. That’s why opposition to change, even when the stakes are life or death, can be completely irrational. The status quo has many champions—our brain chemistry, our social networks and our need for psychological safety. It feels normal and right, so challenging it can feel like a betrayal of what we’ve come to trust. Ideas that are new and different are, as Pixar’s Ed Catmull has put it, like ugly babies and they need to be protected. You don’t need to convince everybody all at once. Go out and find others who are as enthusiastic about the idea for change as you are, who are willing to nurture it until it can gain traction and scale. If an idea is important, don' t leave it vulnerable to those who want to kill it. Protect it, find others who love it as much as you do and give it a real chance to succeed.