A middle manager at a global technology organization — let’s call her “Denise” — had a problem.
How to Navigate the Politics of an Innovation Project
Everyone wants innovation in their organization; it drives growth and revenues, promotes cultural change, and moves society forward. But getting a new innovation implemented can prove a challenge, especially with politics in play that encourage people to supporting the status quo over disruptive innovations. If you’re trying to get your idea through your company’s approval process, you can follow these four steps to use these politics to your advantage. First, anticipate resistance. If you know what people might object to then you can position your innovation strategically: as something new and creative, but not as a resource-depleting departure from the organization’s existing agenda. Second, see through the stated reasons for people’s objections to the real causes for their concern. Since confronting people directly about hidden motives is unlikely to be effective, you have to address their concerns in other ways. An effective approach – and the third step – is to find a champion who can help you address the reasons behind the pushback. Fourth and last, provide social proof that the idea is a good one. The goal is to gather a critical mass of people who believe in the innovation sufficiently to give it a try. Taking a strategic, step-by-step approach to these dynamics can effectively bridge the often-wide gap between idea and implementation.