Wednesdays are for Bits and Pieces. This post was prepared for posting 4/1/15 7:35 am.
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 6, “Innovation’s Most Powerful Igniters: Why Your Biggest Problems May Be Your Greatest Blessings” (Loc. 493-592)
Osborne compares much leadership to “tinkering” as we try to fix or improve something that may not be broken. “Serial innovators don’t fall into the tinkering trap” (Loc. 506). They concentrate on areas which are genuine concerns. Osborne recommends finding the right areas by asking what is most frustrating and what is most broken (Loc. 512). When faced with a frustrating situation the innovator persists and finds a resolution. A true leader sets up a climate for the innovator to succeed in this process. Osborne continues by discussing working on “what’s broken most” (Loc. 540). By this, though the statement is vague, he seems to mean broken to the greatest degree. Finding a solution to a crippling problem is important. It brings many people in an organization on board. The example he uses is that of video venues for a church without adequate space. In his construction this is an allowable way to “do church.” Osborne wraps up the chapter by reiterating the idea that these management strategies will create success in any sort of organization.
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 6, “Innovation’s Most Powerful Igniters: Why Your Biggest Problems May Be Your Greatest Blessings” (Loc. 493-592)
Osborne compares much leadership to “tinkering” as we try to fix or improve something that may not be broken. “Serial innovators don’t fall into the tinkering trap” (Loc. 506). They concentrate on areas which are genuine concerns. Osborne recommends finding the right areas by asking what is most frustrating and what is most broken (Loc. 512). When faced with a frustrating situation the innovator persists and finds a resolution. A true leader sets up a climate for the innovator to succeed in this process. Osborne continues by discussing working on “what’s broken most” (Loc. 540). By this, though the statement is vague, he seems to mean broken to the greatest degree. Finding a solution to a crippling problem is important. It brings many people in an organization on board. The example he uses is that of video venues for a church without adequate space. In his construction this is an allowable way to “do church.” Osborne wraps up the chapter by reiterating the idea that these management strategies will create success in any sort of organization.
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