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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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
Publisher: New York : Currency/Doubleday, [2005]
Copyright Date: ©2005
ISBN: 9780385512077
Branch Call Number: 658.406 K29
Characteristics: xi, 273 pages : illustrations ; 25 cm
Additional Contributors: Littman, Jonathan 1958-

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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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