A lot of great outcomes are directly from emergent innovation
- Emergent meaning the properties were not predictable from analyzing the constituents; they surprise us all when the integrated constituents all came together and something new appears!
- Innovation meaning that risks to norms were deliberately taken; a form of destruction-construction
But not everybody is comfortable for destruction-construction; and indeed, there are many industries where the rules and regulations prohibit departure from the norms.
And so if you are managing a rules-based rules-driven project, what's the profile of the staff you need?
The question begs the answer: people who have been successful obtaining quality outcomes while still following the rules ... staying between the hedges, as it were.
So, who are 'they' that can get it done within the rules?
Look here first for the "rules" people:
- Former military and police
- Former government agencies staff
- Former very large corporate leaders
- Former staff from major 'safety' projects (where the stakes were life-threatening)
- People who value discipline, even if not one of the 'formers'
- Athletes from team sports, particularly if not the star of the team
- Socially moderate, and so likely to fit well into a heterogeneous team
Now, of course, there are a lot of 'formers' from rules-based organizations that are 'former' because they can't follow the rules. It's likely they have been invited to leave and apply their spirits elsewhere. Your job is to filter these rules-misfits out of your hiring plan.
Rules don't necessarily quash innovation
Rules generally go to methods and limits. Rarely do you find a rule about an outcome.
So, within the allowable methods, and within the allowable limits of disturbance, sustainability, availability, and quality in the large sense, any innovative outcome is possible.
You just need to hire the 'rules people' to get there!
Like this blog? You'll like my books also! Buy them at any online book retailer!
