"Thinking Out of the Box"

I will skip for the moment over the other two INTERNAL CHASMS--the EXPERTISE CHASM and the CANNIBALISM CHASM--to describe first the INDIVIDUAL CHASM of "THINKING OUT OF THE BOX."  Why?

Well, this is the hard one for individuals, but more importantly, if someone is brave enough, good enough, and a little bit lucky, they'll succeed in THINKING OUT OF THE BOX and producing something potentially great.  That's when they'll stumble on the next two INTERNAL CHASMS.

So, let's first describe the INDIVIDUAL CHASM.  For starters, go see my TEDx talk at Livermore last summer, at http://www.youtube.com/watch?v=a2oeSFkV7eE&feature=youtu.be

What is relevant is the bloc from 9:45 to 13:50, a four minutes sequence.

What this small set of slides addresses is the question of how difficult it is for people to "forget what they know" in order to think about a new problem with fresh eyes/ears.  This is really a willingness and ability to suspend domain knowledge that comes to bear which dismisses new evidence too quickly, without considering it from a fresh vantage point or through a new lens.

I cannot emphasize how hard this is to do.  Paradigms, belief systems, points of view become so ingrained for us, especially in our specialties, that it is virtually impossible to step outside them.  Joel Barker did some remarkably effective video tapes on this topic some twenty years ago; they were quite popular for a time, but few people today recall them.

Even if you can imagine outside your expertise realm, and come to grips with a new paradigm perspective (HARD to do), it gets worse if you decide to 'chase it'.  You lose your status as an expert; you really become a novice again, this time in the new area.  You risk losing (and often do lose) the credibility accorded you when you were "the expert" in the last paradigm.  Your team likely loses faith with you, as might your bosses.  It is a highly uncomfortable place to be.

This is when tenure int he university system, or a Fellow status in a company, is vital.  This at least assures that you continue to eat.  It does not, however, follow that you'll be able to attract new followers or supporters.

This, I believe, is the chief impediment to innovative leadership by previously innovative folk.