Page 258 - THE DO-IT-YOURSELF LOBOTOMY Open Your Mind to Greater Creative Thinking

Appendix 249

worthwhile about an idea and drag down the entire creative process.
Even if an idea isn’t perfect, it’s much more constructive to look at
what’s good about it and keep making it better rather than to take the
easy way out and drag it down.
If your answer to question A was always or very often, your people are
much too judgmental when it comes to new ideas. Even if you answered
frequently or sometimes, judgment is an area of some concern for your
group. To help your people be more conscious of their potentially
destructive judgment, you might consider using sportslike penalty flags
in meetings or just politely call one another on such behavior. If your
company doesn’t improve in this area you risk demotivating your best
thinkers or even losing them.
If you answered never, it appears your people are not prone to quick
negative judgments of new ideas as are most people in industry. Con-
gratulations!
Question B: How many of the people in your group are attached
to how things are done?

When people are attached to how things are done, they miss major
opportunities for improvement. This holds back progress and puts your
company in a compromising competitive position. Change is inevitable
in any organization and industry. Your company has likely undergone
much change in the past, which needs to be recognized. One sure way to
avoid resisting change is to actually effect it! That’s certainly what lead-
ing companies do.
If your answer to question B was all or most, your people are quite
resistant to change and are too attached to how things are done. Your
people likely avoid the kinds of risk that change entails. But being as
stuck as they are creates an even greater risk, being left behind by
others who do change, because any advancement requires change. You
need to improve in this area for your company’s very survival.
If your answer to question B was many or some, your people are
occasionally resistant to change and are likely attached to how things
are done. Or perhaps your people are victims of their own success.
When something works, people resist changing it, but in so doing they
are likely only holding back improvement.
If your answer was none, it appears that your people are not as resis-
tant to change as most people in industry. Count your blessings.
Question C: How often do your managers bring out fresh thinking
in their people?