![]() Lundin talks about “provocations” that motivate people to become innovative. The more innovative people there are, the easier that process becomes. ![]() This, he says, enables organisations to create things, find new ideas and make necessary changes. ![]() In his quest to inspire innovation, Lundin – the bestselling author of the Fish! series, which has sold over seven million copies worldwide – encourages chief executive officers (CEOs) to bring people out of their comfort zones and explore their innovative capabilities. The organisation isn’t friendly the people in the organisation are.” No innovation without provocation In his appearance on The Leaderonomics Show with host Roshan Thiran, Lundin cements the point, “The organisation isn’t taking care of you the people in the organisation are taking care of you. Instead, we are the ones who need to change all of us who make up the organisation. We’re unable to fob the need for change off as being one for an abstract non-living entity. We then have to ask ourselves how we can improve, and what steps we might take to help cultivate those improvements. ![]() However, if we take the sentence, “ We need to improve,” the focus lies squarely on the people – on you and me. At worst, it sounds like an impossible undertaking, but one that conveniently exists outside ourselves. Think about the sentence, “The organisation needs to improve.” At best, it’s a vague statement that presents little direction. When the focus is on “the organisation”, it becomes a handy abstraction that can be used to excuse why nothing much changes even when change is sorely in need of taking place. This might sound like psychobabble but, for Lundin, everything comes through people and the way we interact with each other. Recommended reading: How Developing Curiosity Changes The Way You See The World Leaderonomics doesn’t perform well or otherwise – its people are the ones who perform. The company doesn’t have a vision its people have a vision. ![]() Leaderonomics, for example, has no values, but its people do. “An organisation is a myth – what we’re really talking about here is a group of people.” If you asked Stephen Lundin these questions, he would likely shoot back with one of his own: “What’s an organisation?” What is an organisation? How does an organisation behave? What are the values of an organisation? ![]()
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