Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 2, “Unconscious Competents: Why You Shouldn’t Trust Everything Innovators Tell You about Innovation.” (Loc. 120-214)
Osborne rightly points out that some innovators have one and only one success, or hae it accidentally. As an example, he cites Gary Dahl, the creator of the “pet rock” (Loc. 124). This was the creator’s one claim to fame.
Some innovators, in contrast, have any successes. These people also have failures but they can “minimize the impact of failure” (Loc. 145). Those people often are not aware of what they do to become successful. Osborne refers to these people as “unconscious competents” (Loc. 152). They have a good success rate but what they do may be so natural to them that they don’t know what it is.
Osborne identifies another group of innovators. “These are the innovators who are successful at innovating time after time and also know why and how they are successful” (Loc. 175). These are the “conscious competents.” Osborne suggests that these are the people who we would almost always consider moderately successful. They are not at the top. They are consistent.
At this point we find that Osborne is a pastor of a church (Loc. 183) and has been through times of apparent failure, as his church was not growing despite his innovative efforts. “I quickly learned that when it comes to growth, change, and innovation there’s not much difference between a church, a community organization, and a car dealership” (Loc. 194). Osborne’s intent is to tell what principles of innovation can bring success.
Chapter 2, “Unconscious Competents: Why You Shouldn’t Trust Everything Innovators Tell You about Innovation.” (Loc. 120-214)
Osborne rightly points out that some innovators have one and only one success, or hae it accidentally. As an example, he cites Gary Dahl, the creator of the “pet rock” (Loc. 124). This was the creator’s one claim to fame.
Some innovators, in contrast, have any successes. These people also have failures but they can “minimize the impact of failure” (Loc. 145). Those people often are not aware of what they do to become successful. Osborne refers to these people as “unconscious competents” (Loc. 152). They have a good success rate but what they do may be so natural to them that they don’t know what it is.
Osborne identifies another group of innovators. “These are the innovators who are successful at innovating time after time and also know why and how they are successful” (Loc. 175). These are the “conscious competents.” Osborne suggests that these are the people who we would almost always consider moderately successful. They are not at the top. They are consistent.
At this point we find that Osborne is a pastor of a church (Loc. 183) and has been through times of apparent failure, as his church was not growing despite his innovative efforts. “I quickly learned that when it comes to growth, change, and innovation there’s not much difference between a church, a community organization, and a car dealership” (Loc. 194). Osborne’s intent is to tell what principles of innovation can bring success.
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