The Ten Faces of Innovation

The Ten Faces of Innovation

IDEO's Strategies for Beating the Devil's Advocate & Driving Creativity Throughout your Organization

Book - 2005
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Random House, Inc.
The author of the bestselling The Art of Innovation reveals the strategies IDEO, the world-famous design firm, uses to foster innovative thinking throughout an organization and overcome the naysayers who stifle creativity.

The role of the devil's advocate is nearly universal in business today. It allows individuals to step outside themselves and raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility. Nothing is more potent in stifling innovation.

Over the years, IDEO has developed ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers. Among these approaches are the Anthropologist—the person who goes into the field to see how customers use and respond to products, to come up with new innovations; the Cross-pollinator who mixes and matches ideas, people, and technology to create new ideas that can drive growth; and the Hurdler, who instantly looks for ways to overcome the limits and challenges to any situation.

Filled with engaging stories of how Kraft, Procter and Gamble, Safeway and the Mayo Clinic have incorporated IDEO's thinking to transform the customer experience, The Ten Faces of Innovation is an extraordinary guide to nurturing and sustaining a culture of continuous innovation and renewal.

Baker & Taylor
Explains how to incorporate the strategies used by IDEO, a famed design firm, to foster ingenuity and creativity within one's own corporate culture, explaining how to counter the debilitating influence of the devil's advocate.

Baker
& Taylor

Reveals the strategies a major design firm uses to foster innovative thinking throughout an organization and overcome the naysayers who stifle creativity. The role of the devil's advocate allows individuals to raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility; nothing is more potent in stifling innovation. Drawing on nearly 20 years of experience, Kelley identifies ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers.--From publisher description.Explains how to incorporate the strategies used by IDEO, a famed design firm, to foster ingenuity and creativity within one's own corporate culture, explaining how to counter the debilitating influence of the devil's advocate.
Reveals the strategies a major design firm uses to foster innovative thinking throughout an organization and overcome the naysayers who stifle creativity. The role of the devil's advocate allows individuals to raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility; nothing is more potent in stifling innovation. Drawing on nearly 20 years of experience, Kelley identifies ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers.--From publisher description.
The managing director of IDEO and author of The Art of Innovation explains how to incorporate the strategies used by IDEO, a famed design firm, to foster ingenuity and creativity within their organization into one's own corporate culture, explaining how to counter the debilitating influence of the devil's advocate. 30,000 first printing.

Publisher: New York : Currency/Doubleday, c2005
ISBN: 9780385512077
0385512074
Characteristics: xi, 273 p. : ill. (some col.) ; 25 cm
Additional Contributors: Littman, Jonathan 1958-

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sayadeh
Jun 04, 2012

One of the main intentions of Kelley’s book is to beat “the Devil’s Advocate,” which he says “may be the biggest innovation killer in America today” (p. 2). In this context, the Devil’s Advocate is the person who squashes new ideas, concepts and plans by “[assuming] the most negative possible perspective, one that sees only the downside, the problems, the disasters-in-waiting” (pp. 2-3). Because innovation is recognized as “a pivotal management tool across virtually all industries and market segments” and even, according to The Economist, “the single most important ingredient in any modern economy” (quoted on p. 3), it is imperative that organizations guard against the harmful effects of the Devil’s Advocate. So how can organizations succeed at innovation and beat the Devil’s Advocate? According to Kelley, they need “new insights,” “new viewpoints,” and “new roles” (p. 3). Thus, Kelley sets out to put a “human face” (p. 6) on innovation. As alternatives to the innovation-killing Devil’s Advocate persona, Kelley offers “ten people-centric tools developed at IDEO that you might call talents or roles or personas for innovation…[which] can help teams express a different point of view and create a broader range of innovative solutions” (p. 7).

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