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Rice University research determines the best way to promote innovation in the workplace

New ideas can be crucially important to businesses, driving innovation and preventing stagnation. Recognizing those ideas, though, isn't always easy. Getty Images

Whenever the late surgeon Michael DeBakey opened a human chest, he drew on a lifetime of resources: the conviction that heart surgery could and should be vastly improved, the skill to venture beyond medicine's known horizons and the vision to recognize new ideas in everyone around him, no matter how little formal training they had.

Appreciating new ideas is the heartbeat of business as well as medicine. But innovation is surprisingly hard to recognize. In a pioneering 2017 article, Rice Business Professor Jing Zhou and her colleagues published their findings on the first-ever study of the traits and environments that allow leaders to recognize new ideas.

Recent decades have produced a surge of research looking at how and when employees generate fresh ideas. But almost nothing has been written on another crucial part of workplace creativity: a leader's ability to appreciate new thinking when she sees it.

Novelty, after all, is what drives company differentiation and competitiveness. Work that springs from new concepts sparks more investigation than work based on worn, already established thought. Companies invest millions to recruit and pay star creatives.

Yet not every leader can spot a fresh idea, and not every workplace brings out that kind of discernment. In four separate studies, Zhou and her coauthors examined exactly what it takes to see a glittering new idea wherever it appears. Their work sets the stage for an entirely new field of future research.

First, though, the team had to define their key terms. "Novelty recognition" is the ability to spot a new idea when someone else presents it. "Promotion focus," previous research has shown, is a comfort level with new experiences that evokes feelings of adventure and excitement. "Prevention focus" is the opposite trait: the tendency to associate new ideas with danger, and respond to them with caution.

But does having "promotion focus" as opposed to "prevention focus" color the ability to see novelty? To find out, Zhou's team came up with an ingenious test, artificially inducing these two perspectives through a series of exercises. First, they told 92 undergraduate participants that they would be asked to perform a set of unrelated tasks. Then the subjects guided a fictional mouse through two pencil and paper maze exercises.

While one exercise showed a piece of cheese awaiting the mouse at the end of the maze (the promise of a reward), the other maze depicted a menacing owl nearby (motivation to flee).

Once the participants had traced their way through the mazes with pencils, they were asked to rate the novelty of 33 pictures – nine drawings of space aliens and 24 unrelated images. The students who were prepped to feel an adventurous promotion focus by seeking a reward were much better at spotting the new or different details among these images than the students who'd been cued to have a prevention focus by fleeing a threat.

The conclusion: a promotion focus really does create a mental lens through which new ideas are more visible.

Zhou's team followed this study with three additional studies, including one that surveyed 44 human resource managers from a variety of companies. For this study, independent coders rated the mission statements of each firm, assessing their cultures as "innovative" or "not innovative." The HR managers then evaluated a set of written practices – three that had been in use for years, and three new ones that relied on recent technology. The managers from the innovative companies were much better at rating the new HR practices for novelty and creativity. To recognize novelty, in other words, both interior and external environments make a difference.

The implications of the research are groundbreaking. The first ever done on this subject, it opens up a completely new research field with profound questions. Can promotion focus be created? How much of this trait is genetic, and how much based on natural temperament, culture, environment and life experience? Should promotion focus be cultivated in education? If so, what would be the impact? After all, there are important uses for prevention focus, such as corporate security and compliance. Meanwhile, how can workplaces be organized to bring out the best in both kinds of focus?

Leaders eager to put Zhou's findings to use right away, meanwhile, might look to the real-world model of Michael DeBakey. Practice viewing new ideas as adventures, seek workplaces that actively push innovation and, above all, cultivate the view that every coworker, high or low, is a potential source of glittering new ideas.

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This story originally ran on Rice Business Wisdom.

Jing Zhou is the Mary Gibbs Jones Professor of Management and Psychology in Organizational Behavior at the Jones Graduate School of Business of Rice University.

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Building Houston

 
 

Electric vans will now be delivering to Houston. Photo courtesy of Amazon

Amazon CEO/occasional space traveler Jeff Bezos is doing his best to supplant a certain jolly fellow from the North Pole as tops for holiday gift delivery.

His latest move: Amazon is rolling out more than 1,000 electric delivery vehicles, designed by electric vehicle manufacturer Rivian, ready to make deliveries in more than 100 cities across the U.S. On the Texas good list: Houston, Austin, and Dallas. Bezos' juggernaut began deliveries in Dallas in July, along with Baltimore, Chicago, Kansas City, Nashville, Phoenix, San Diego, Seattle, and St. Louis.

These zero-emissions vans have delivered more than 5 million packages to customers in the U.S., according to Amazon. The latest boost in vehicles now includes Houston and Austin; Boston; Denver; Indianapolis; Las Vegas; Madison, Wisconsin; Newark, New Jersey; New York, Oakland, California; Pittsburgh, Portland, Oregon; Provo, Utah; and Salt Lake City.

Plans for the Amazon and Rivian partnership call for thousands of vehicles on the road by the end of the year and 100,000 vehicles by 2030.

“We’re always excited for the holiday season, but making deliveries to customers across the country with our new zero-emission vehicles for the first time makes this year unique,” said Udit Madan, vice president of Amazon Transportation, in a statement. “We’ve already delivered over 5 million packages with our vehicles produced by Rivian, and this is still just the beginning—that figure will grow exponentially as we continue to make progress toward our 100,000-vehicle goal.”

This all comes as part of Amazon's commitment to reaching net-zero carbon by 2040, as a part of its The Climate Pledge; Amazon promises to eliminate millions of metric tons of carbon per year with it s commitment to 100,000 electric delivery vehicles by 2030, press materials note.

Additionally, Amazon announced plans to invest more than $1 billion over the next five years to further electrify and decarbonize its transportation network across Europe. This investment is meant to spark innovation and encourage more public charging infrastructure across the continent.

“Fleet electrification is essential to reaching the world’s zero-emissions goal,” said Jiten Behl, chief growth officer at Rivian, in a statement. “So, to see our ramp up in production supporting Amazon’s rollout in cities across the country is amazing. Not just for the environment, but also for our teams working hard to get tens of thousands of electric delivery vehicles on the road. They continue to be motivated by our combined mission and the great feedback about the vehicle’s performance and quality.”

A little about the vans: Drivers’ favorite features include a spacious cabin and cargo area, superior visibility with a large windshield and 360-degree cameras, and ventilated seats for fast heating and cooling — a must for Bayou City summers ... or winters, for that matter.

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This article originally ran on CultureMap.

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