Ken Favaro, Cass R. Sunstein, Reid Hastie

Because innovation in a group relies on the ability to make new connections among the diverse experiences of its members, leaders must create a climate in which individuals can free-associate and use both their total life experience and that of their fellow group members. The group’s leaders should set the tone by being inquisitive and self-silencing to let other information rise. They should continually prime critical thinking and reward group success. They should also force colleagues to change their perspective by setting up role-playing or by assigning people to be devil’s advocates during discussions. Conscious leadership can institutionalize effective ways of producing, evaluating, sifting, and aggregating information that can lay the groundwork for innovation.

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