Page 38 - Getting to the Heart of High Performance
P. 38
One of the most interesting findings in our Deep Strengths
Research Project was that, while top executives consider cre-
ativity and innovation to be one of the most important deep
strengths for their organizations’ future success, all three
groups rank their organizations the lowest on this factor.
What’s the most promising approach for addressing this
dilemma? Rather than try to teach “techniques” for becom-
ing more innovative, why not concentrate on developing a
more positive and hopeful organizational frame of mind
that is most conducive to creativity?
Paul Stoltz, author of Adversity Quotient, states, “Innovation
is, in essence, an act of hope.” This suggests how the silent
3
psychology of an organization operates, how the deep
strengths are intertwined, and how they represent a new
and precious class of organizational assets.
22 DEEP STRENGTHS
