We have long taught that breakthroughs are most likely to occur when criticism is fully heard and the positive potential of conflict is mined. In her new book, Collective Genius, The Art and Practice of Leading Innovation, Professor Linda Hill, faculty chair of the Leadership Initiative at Harvard Business School, says that leaders whose organizations innovate best are those who act as “social architects,” creating a safe collaborative space where team members can “keep pushing and challenging one another.”
The research of Hill and her co-authors suggests that successful innovation leaders have a capability they call creative abrasion: They are able to spark heated but constructive debates that amplify differences as opposed to minimizing them. “Conflict is what generates a marketplace of competitive ideas,” says Hill in an interview with strategy+business.
Generating a wealth of ideas is pointless without a second capability, creative agility, which Hill says “is about testing and refining ideas with feedback, reflection, and adjustment…The idea is to act and learn as quickly as you can, and then make necessary adjustments. When you do an experiment, it’s OK to get a negative outcome, as long as you learn from it.”
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