Tenet of Innovation #8: Create a “yes, if” environment rather than a “no” environment

It’s been written that the typical product development environment has five types of contributors: the Creator, the Advancer, the Refiner, the Executor, and the Flexor. (See Leadership Resources, using the Inscape Publishing material “Team Dimensions Profile.”) According to this model, the Creator tends to create ideas, whereas the Advancer promotes ideas. The Refiner challenges ideas and the Executor implements ideas. Finally, the Flexor steps in to fill gaps. This is a great model to understand the dynamics of the product development environment and how to create and maintain an effective balance within it. Of course, as we have discussed, innovations can come from anywhere. Similarly, few people take on the same role all the time.

To help an idea take flight and succeed, the product development leader must bond a Creator to an Advancer and a Refiner. Too many Creators may mean nothing ever reaches the commercialization stage; too many Executors may result in insufficient innovation and lackluster product releases. And too many Refiners—or too much credence given to Refiners—may lead to the development of a “no” environment in which innovative ideas can’t find an audience because they are shot down too quickly with the declarative statement “no, that’s not possible.” It takes a skilled product development leader to prevent Refiners from creating a “no” environment. But if the balance is right, each of the players has the proper respect for each other’s strengths, and is encouraged to allow an innovative idea to mature, the result will be a “yes, if” environment.

A “no” environment may also come from a feeling of insecurity by your people. When people are insecure, they may try to posture and position themselves by arguing or demonstrating superior knowledge or confirming their position of power. They may be defensive about their past decisions, their level of importance, or how busy they are. In short, a “no” environment can be developed when people do not see opportunity in new challenges and new information but only see a threat. Changing from a “no” to a “yes, if” environment requires a potent leadership combination of acknowledgement of the past, inspiration for the future, and expectations for the present.

“Yes, if” also means allowing an innovative idea to mature while the team considers what would be required before crystallizing the idea into a plan: “Yes, we could do X, if only we could do Y and Z.” “Yes, we can pull in the schedule by five months, if you will fund us for another $1M.” “Yes, we can improve the noise level in this product if we can get John Smith for a month.” “Yes, we could increase the product volume by 20% if only we could reduce the distortion by 20 dB.” This thinking may result in new ways to solve Y and Z.

Encouraging a “yes, if” environment will give more people the courage to voice their innovative thoughts. Creating a “yes, if” environment generates more and better ideas and gives them the evaluation they are due.