Biomedical Engineering Reference
In-Depth Information
Resilient people have the ability to fl ourish on the edge of creative uncertainty,
that ambiguous gray area that rigid people perceive as lack of control.
The bottom line is the courage factor that identifi es those with a champion
spirit, the resilient optimists with the tenacity to produce the persistent actions
that get results, not just good intentions.
6.
Cognitive Diversity
All innovation comes from differentials in think-
ing—people who challenge conventional assumptions, ask uncomfortable
questions, and see possibilities in the midst of diffi culties. For this reason,
cognitive diversity is a fundamental ingredient for success.
An early example of the importance of cognitive diversity spurring innova-
tion comes from Thomas Edison [1, pp. 148-149]:
Although Edison was an incomparably brilliant independent inventor, he under-
stood and valued the importance of working with others. He knew he needed a
trustworthy team of collaborative employees who could illuminate his blind spots
and complement his talents. Over the course of his career, Edison cultivated an
inner circle of roughly ten core collaborators, each contributing materially to the
technologies generated by his laboratories. Edison brought together individuals
from diverse disciplines who he would indoctrinate in his methods, then release
to freely experiment without his immediate supervision. The diversity of disci-
plines added tremendous breadth and depth of insight to the laboratory, allowing
them to navigate effectively across industry boundaries. . . . they were extensively
cross-trained. The teams were bound together by common values of respect and
integrity [trust], and a desire to be the best in the world. . . . he placed the value
of “team accomplishment” at the heart of his laboratory.
Diversity of thinking, while the stimulus to all innovation, can be a double-
edged sword. Many managers are threatened by diversity, desiring instead
conformance to a standard set of rules, procedures, and mode of thinking.
When organizations are segregated into specialties, such as biology, or market-
ing, or administration, or any other form of segregation, it is often the case
that these specialties become fi efdoms of power and isolation, perhaps isolat-
ing themselves because “those others don't think like us.” Confl ict and com-
petition characterize these groups. They are stuck. Trust will be essential (see
next section).
When seeking people for the innovation team, a very useful framework is
based on Ned Herrmann's brain dominance patterns [8]. Every human has a
preference for how they like to think and learn. In Figure 2.2, the four basic
brain patterns are outlined.
While the majority of people tend to be dominant in a single mode, a minor-
ity of people will be comfortable in two or even three modes. Very few will
have four modes. These are called “multibrain dominant.” Many of us are
thought of as “left” or “right” brainers, referring to whether we tend to be
more analytic (left brain) or more sensitive to people (right brain).
One of the important roles on any diverse team is the role of the “integra-
tor” [9], the person who can translate across boundaries, connecting diverse
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