LEADERSHIP and MEANINGFUL INNOVATION

I would guess that most of us see the need for change in almost any direction we look, but how do we begin? What's needed? What does it ask of us?

Here are a few thoughts...

There needs to be a purpose that drives (or pulls) change so that it adds value. This often comes from the vision or mission. However, even a compelling vision or strategy may not be enough if we do not learn and grow from the change that accompanies it. Change for change's sake will not necessarily allow us to achieve our personal or collective aims. Reflect for a moment on the following assertion: you can change without growing but you can't grow without changing. Truly meaningful change must involve some kind of development. Since organizational development cannot occur without personal development, leaders at all levels must be willing to embark on a path of self-discovery - especially if they want to lead their organizations through transformation effectively and with integrity.

Why is our ability to engage in transformational thinking important?
What can we do about it?

Elaine Dundon, in her book, The Seeds of Innovation, demonstrates that core
competencies (knowledge, skills, attitudes) in transformational thinking form the baseline for effective innovation to occur. Dundon underscores that without (a) seeking greater awareness of ourselves and others, (b) igniting and sustaining personal passion, and (c) taking meaningful action (referred to collectively as the seeds of transformational thinking), the corollary seeds of creative and strategic thinking cannot take root and flourish. As a consequence, there can be no innovation harvest no matter how creative the ideas being considered or how 'on strategy' these ideas may be. Those leading innovation in any organization must continuously develop and employ their transformational thinking capabilities to fully realize the return on innovation that everyone expects and deserves.

Recently, I recorded a Moments of Insight Series at the Global Dialogue Center audio learning program. It includes six mini-podcasts related to Discovering Deeper Meaning in different aspects of work and life. Although, each episode has a meaning-focused message with ideas for applying its principles, I highlighted the one on Meaningful Innovation below. It offers additional perspective and specific recommendations to help you put meaning-full innovation into practice in your organization.

1 - In Search of Meaning
2 - Living a More Meaningful Life
3 - Meaning in Your Work
4 - Meaningful Innovation *  Listen in now
5 - Meaning in Politics
6 - Meaningful Sustainability

A few closing thoughts...
When we miss the meaning in our work life, we miss the life in our work. And when we miss the life in our work, we can't help but become a "prisoner of our thoughts", confined, as Viktor Frankl would say, within our own inner concentration camp. Sadly, by doing so, we effectively lock ourselves away, albeit unconsciously, from the prospects of realizing our capacity for authentic leadership and meaningful innovation.

How are you realizing your capacity for authentic leadership and meaningful innovation?

I hope you'll write to share your story.

All the best,
Alex

Alex Pattakos, Ph.D.
author, Prisoners of Our Thoughts
founder, Center for Meaning
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Comments

[Sandra Vieira]

This article made me think of 'Kaizen'.

From Wikipedia: 'Kaizen' (改善, Japanese for "change for the better" or "improvement"; the English translation is "continuous improvement" or "continual improvement").

The original kanji characters for this word are: 改善

In Japanese this is pronounced 'kaizen'. 改 ('kai') means'change' or 'the action to correct' 善 ('zen') means 'good'.

In Chinese this is pronounced 'gai shan':

改善 ('gǎi shàn') means 'change for the better' or 'improve'.

改 ('gǎi') means 'change' or 'the action to correct'.

善 ('shàn') means 'good' or 'benefit'.
'Benefit' is more related to the Taoist or Buddhist philosophy, which gives the definition as the action that 'benefits' the society but not one particular individual (i.e. multilateral improvement). In other words, one cannot benefit at another's expense. The quality of benefit that is involved here should be sustained forever, in other words the 'shan' is an act that truly benefits others.

Authentic leadership and meaningful innovation MUST incorporate the fundamental principle of 'kaizen'(改善).

[Alex Pattakos]

Thank you for your very interesting post in which you link the Japanese concept of Kaizen to authentic leadership and meaningful innovation. Your conception is definitely in alignment with my own thinking on the subject, although my experience with the practice of Kaizen in organizations over the years has not been so profound. I think that the "modern" view of "continuous improvement" is short-sighted and marginalizes this concept's true significance. Looking for quick fixes, I'm afraid that many organizations have lost sight of the deeper meanings that you have outlined.

Let me also underscore that my references to "authentic leadership" (including "authentic living") and "meaningful innovation," while they certainly do incorporate the fundamental principle of Kaisen along the lines that you have suggested, go well beyond, i.e., transcend, such a conception. In this regard, both "authenticity" and "meaning" are rooted in the notion of "spirit" and therefore, while they certainly incorporate both the Japanese and Chinese principles in your post, also transcend them by moving the change process to a uniquely metaphysical level. The process of dialogue, for instance, is not only a vehicle for developing shared "meaning" (a la David Bohm), but also is a manifestation of accessing a common pool of spirit (in Greek, the "logos"). Hence, authentic dialogue enables (and engages) individuals to acknowledge that they each are part of a greater whole, that they naturally resonate with others within this whole, and that the whole is greater than the sum of its various parts. I would argue that the role of authentic leadership and meaningful innovation is to ensure that this kind of dialogic communication takes place in order to effect the change process in truly "meaningful" ways.

Thanks again for your excellent post!
Meaningfully,
Alex