Tuesday, November 18, 2014

3a. Lecture 3 - Psychology of Innovation (9/22)

 Lecture 3: Psychology of Innovation (9/22)
What We Did: In class today we discussed the psychology of innovation and the idea that innovators aren’t born, they’re made. Innovators and entrepreneurs behave differently than the rest of us in that: they challenge the status quo and they’re willing to take risks and view their failures as lessons. We learned about the “regret minimization framework,” which basically says to do what you won’t regret when you look back at life.
“The people who are crazy enough to think
they can change the world, are the ones who do.”

One of the best ways to behave more like an innovator is to follow the Innovator’s DNA. It says that the five key steps to being innovative are associating, questioning, observing, networking, and experimenting. Part of the class discussion was fitting Steve Jobs into this model. He associated by using his knowledge of calligraphy from a college class to influence the typography on his company’s Mac computers later on. He questioned by challenging the idea that a computer needed a fan. He observed when he noticed that the average person didn’t want to have to put all their computer’s components together on their own, and thus he came up with the idea for the personal computer. He networked when teaming up with the brilliant and tech-savvy Steve Wozniak. Lastly, he experimented by building his own “blue box” and selling it.

We talked about the similarities between Steve Jobs and Elon Musk, two of the greatest entrepreneurs who exhibit the Innovator’s DNA perfectly. Both Jobs and Musk are serial disrupters; they’re not afraid to rattle their own industry to achieve something greater. The interesting thing is that both of these men aren’t necessarily inventors – they had other people to do that part. They were just excellent at connecting the parts and moving forward with a good idea. While typical executives simply focus on the numbers, these innovative entrepreneurs focused on customers. Their unique brand of genius is system-level design thinking and extraordinary conviction. Because of their unparalleled passion for their ideas, they were able to achieve amazing things. Steve Jobs was able to revolutionize the personal computer, as well as the portable music industry with the iPod and iTunes, while Musk conceived Space X, PayPal, and Tesla motors.

Key Takeaways and Future Applications: Before today, I always sort of had the notion that people were either born to do greatness or they weren’t. Sometimes I felt like I fell into the latter category, despite having an abundance of creativity when I was a little kid. I remember asking questions about everything and coming up with the most imaginative games that all my friends wanted to play. My parents like to tell a funny story about how they lost me one time in an airport. They ended up finding me with a family of Lithuanians who didn’t speak a word of English, and apparently I was introducing myself and had already become best friends with another little girl my age. I often wonder what happened to this curiosity and why I didn’t harvest it, but if there’s one thing I’ll take away from this class, it’s knowing that I still have creative potential.  We learn to conform to social norms as we get older, but this is the very cause of the unoriginality in today’s society. It never occurred to me that someone could be taught creativity or innovation skills, but the Innovator’s DNA made this seem possible. Contrary to popular belief, it requires a unique mindset, not an innate gift, to achieve innovative greatness.

I reflected on the five skills and my current performance in all of them. I would say my associating skills are relatively weak because I have a horrible memory. This makes it hard for me to dig deep into my brain to recall information and relate it to newer things. What I should start doing to improve association is write things down more often so that I don’t forget as much. I am not as good at questioning as I used to be. I remember specifically in 9th grade I was in a math class with all kids older than me. They used to make fun of me for being dumb because I would raise my hand and ask at least 5 questions per class. However, I got almost all A’s on my test. That proves that questioning gets you more knowledge, it doesn’t mean you’re dumb. I regret listening to those bullies in 9th grade because I think they caused me to subconsciously stop asking as many questions. From now on I’m just going to stop caring what others think of me. Asking questions only makes you smarter. I think observing is my best skill out of the five. I have always been an attentive person, and often notice things that others don’t. I especially enjoy people watching and learning things from the actions of others. Networking and experimenting are my weakest skills. However, thanks to this class I am learning a lot about how to network, and I will start to improve that by creating a Linkedin account. To get better at experimenting I think I will learn to not be as scared of failure and just live in the moment.

One company that really values failure is IDEO. One of their mottos is “fail often to succeed sooner.” Not only do IDEO offices have their successful inventions on display, they also exhibit their failed ones. Because I consider myself a perfectionist, the idea that a company could be satisfied when they have failed is so taboo to me. I figured the only way I could understand this theory would be to try it out myself. After class I went through my papers and found a very unfortunate math exam from the beginning of this semester. Similar to how my mom used to hang up my good work on the fridge, I hung my math exam on the mini fridge in my dorm. What I did was the complete opposite of the typical practice. Let’s just say this wasn’t exactly a grade that I was proud of. By hanging up my failure, it was a constant reminder of what I did badly and provided me with daily motivation to do better next time.

I am now a believer in embracing failure, that way we are more equipped to deal with it when it inevitably hits. When I become a marketing executive in the future (hopefully), I plan on applying this concept. I will take something that is usually assumed to be successful, and instead say that it will likely fail. If my company expects a brand to succeed right off the bat and it doesn’t, this can be discouraging and hinder our recovery from setbacks. If we plan to fail however, the company can build a support structure for the worst-case scenario, and an overall failure-tolerant environment that is able to bounce back into progress sooner.

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