Replying to LO24836 --
At wrote:
> >My challenge is learning to cross that chasm well. How can
> >we use all these important ideas with the idea pragmatists
> >of the world? I don't think I'll be successful persuading them
> >to become innovators, no matter how attractive that might
> >seem to me. But some of these ideas are hard to package
> >into elevator speeches. (I think his book has key lessons for
> >concept innovators, too. I've tried them with some success.)
>
> Especially since the eighties of the last century there has been a drive
> to teach people (especially leaders) how to become innovators on any
> front. The devious part of such teaching in the far majority of cases is
> that it is expected from the "would be innovators" to respond with rote
> learning to such teaching ;^)
What I think I've observed is that many have areas of their lives in which
they are innovators and areas in which they are late adopters. Where I've
"gotten in trouble" is where I've been an innovator in one area supporting
a manager who is a late adopter in that area so that s/he can free up
their energy to be an innovator elsewhere.
For me, there were at least 2 keys: recognizing these people _were_
indeed innovators, just in different areas; recognizing my contribution to
poor communications by not understanding what it took to communicate well
across this chasm.
Thanks for your reply, At.
Bill
-- Bill Harris 3217 102nd Place SE Facilitated Systems Everett, WA 98208 USA http://facilitatedsystems.com/ phone: +1 425 337-5541Learning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
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