Cognitive Barriers to Innovation
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Most of us experience challenges with innovation. A recent finding reveals that the deep foundations of these challenges are embedded in the way our minds work. Organizations can recognize and overcome these cognitive barriers that would otherwise prevent them from realizing their opportunities so that they can innovate successfully!
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Cognitive Barriers to Innovation
- 1. Innovation made easy.1 of 22 Cognitive Barriers to Innovation by Gray Somerville December 7, 2015 www.launchpathinc.com Most of us experience challenges with innovation. A recent finding reveals that the deep foundations of these challenges are embedded in the way our minds work.
- 2. Innovation made easy.2 of 22 In his best-selling book, Thinking Fast and Slow, Daniel Kahneman explains an understanding that emerged from his thirty year study of the way our minds work, how we perceive reality, and how we achieve judgments. Thinking Fast and Slow
- 3. Innovation made easy.3 of 22 The Two “System” Theory of the Mind Kahneman calls this the Two “System” Theory of the Mind. (“System” is in quotations to highlight its use as a metaphor: our brains don’t have different anatomical structures, but the way our mind behaves can be thought of as two systems.)
- 4. Innovation made easy.4 of 22 Let’s Meet the Two System Characters “SYSTEM 1” Represented by Erin Hannon of The Office: Gung-ho, fast, confident, intuitive . . . but can’t always be trusted to make a rational judgment Portrayed by “The Dude” from The Big Lebowski: Quite smart and good at doing complex calculations . . . but LAZY “SYSTEM 2”
- 5. Innovation made easy.5 of 22 Historically, we thought of our minds as a thinking process we could actually observe; for example, when we’re doing a math problem or making a complex buying decision. But a new understanding of the way System 1 works has emerged from the recent work of cognitive psychologists. Let’s take a closer look. “SYSTEM 1” A New Understanding of SYSTEM 1
- 6. Innovation made easy.6 of 22 Associative Memory Perception, Intuition, Heuristic Judgment, Memory Monitoring for Cognitive Ease--constantly scanning for norm violations and threats How “System 1” Works System 1 is made up of three different key functions:
- 7. Innovation made easy.7 of 22 The Core: Associative Memory Associative Memory We use our associative memory when we automatically link one thing with another. For example, we might associate the word ball with the word bat.
- 8. Innovation made easy.8 of 22 The Power of Associative Memory This vast network of associations has a more dramatic effect on our perception of reality than we first realized. For example, after being exposed to words associated with old age like cane, walker, or nursing home, etc., people will actually walk more slowly.
- 9. Innovation made easy.9 of 22 Associative Memory The Next Layer Out: Perception, Intuition, Heuristic Judgment, Memory These functions are outgrowths of associative memory. Intuition is at work when we walk into a room and can immediately tell that someone has been talking about us. Heuristic judgment is when we are able to say that one thing is like another.
- 10. Innovation made easy.10 of 22 Associative Memory The Outer Layer: Monitoring for Cognitive Ease System 1 constantly scans the environment for any norm violations or threats to its state of cognitive ease. If everything makes sense and feels normal, then System 1 lets things go as they are. If not, it raises the alarm.
- 11. Innovation made easy.11 of 22 Your “System 1” In Action To see an example of System 1 at work, consider the image below: Immediately, your System 1 at a single glance has looked at this image and made a judgment of what it sees.
- 12. Innovation made easy.12 of 22 Interestingly, people see two different images. Some see a rabbit; others see a bird. When you now reconsider the image, your System 2 is at work—called into action to audit the immediate and confident judgment of the image made by System 1. Your “System 2” In Action
- 13. Innovation made easy.13 of 22 How the 2 “Systems” Work Together Stimuli We are constantly bombarded by stimuli even if it’s something as subtle as the almost imperceptible noise of the heating and air- conditioning system whirring in the background.
- 14. Innovation made easy.14 of 22 Step 1: What’s Going On? What’s going on? Stimuli System 1 is constantly monitoring that stimuli and basically asking: What’s going on? Is everything okay? Does everything feel normal? Does it all make sense?
- 15. Innovation made easy.15 of 22 Step 2: Should I Get System 2? What’s going on? Should I ask Sys 2? Stimuli If anything happens that raises any kind of concern at all, System 1 asks the question: “Should I engage System 2 or not? Should I raise the alarm?”
- 16. Innovation made easy.16 of 22 Step 3: Is System 2 Available? What’s going on? Should I ask Sys 2? Is Sys 2 available? Stimuli If System 1 thinks it should get System 2, then it must ask, “Is System 2 available?” Unlike System 1, which has limitless capacity, System 2 has limited capacity.
- 17. Innovation made easy.17 of 22 Step 4: System 2 makes a judgment What’s going on? Should I ask Sys 2? Is Sys 2 available? Stimuli So if System 1 detects something that needs to engage System 2, and if System 2 is available, then System 2 will be prodded off the couch and called into action to step in and make a judgment.
- 18. Innovation made easy.18 of 22 Step 5: System 2 Unavailable What’s going on? Should I ask Sys 2? Stimuli Is Sys 2 available? However, if System 2 is not available, then System 1 will make the call without System 2. For example, when you are sending a text message, you cannot also be making judgments about an oncoming car because System 2 is unavailable.
- 19. Innovation made easy.19 of 22 Step 6: Did System 2 Request an Audit? What’s going on? Should I ask Sys 2? Did Sys 2 request audit? Stimuli If System 1 did not detect anything that it felt required System 2, and, therefore, decided not to ask System 2, the next question is, “Did System 2 request an audit?”
- 20. Innovation made easy.20 of 22 Step 7: System 2 Requests an Audit What’s going on? Should I ask Sys 2? Did Sys 2 request audit? Stimuli System 2 has the ability to intervene, inject itself, and require a closer examination of the situation and make the final decision .
- 21. Innovation made easy.21 of 22 Step 8: No Audit? System 1 Makes Call What’s going on? Should I ask Sys 2? Did Sys 2 request audit? Stimuli If System 2 did not request an audit, then System 1 makes call.
- 22. Innovation made easy.22 of 22 This Is the Revelation: What’s going on? Should I ask Sys 2? Stimuli MOST OF OUR JUDGMENTS ABOUT THE WORLD HAPPEN LIKE THIS. Most of the time, System 1 has done all of the thinking for us, and we haven’t engaged System 2 at all. Is Sys 2 Available? Did Sys 2 request audit?
- 23. Innovation made easy.23 of 22 This creates a perpetual state of affairs that Dr. Kahneman calls WYSIATI WHAT YOU SEE IS ALL THERE IS WYSIATI
- 24. Innovation made easy.24 of 22 WYSIATI at work Do you see any opportunities? Nope. We go about our business, thinking that we are seeing the entire scene when, in fact, we are looking at the world through narrowly framed periscopes and missing opportunities that we’re practically tripping over.
- 25. Innovation made easy.25 of 22 Fine, If You Live on the African Savannah LION! RUN! FOOD! RUN! The way our mind works would work if we lived in a primitive state and our critical decision-making for survival boiled down to detecting imminent threats and running away or detecting opportunities like food and running towards them.
- 26. Innovation made easy.26 of 22 But it’s tough to cope with this Our complex, technical, and subtle world makes it hard for our two system minds to cope.
- 27. Innovation made easy.27 of 22 Or this . . . IdeateIdentify & Prioritize Design Test & Adapt Implement or Abandon The Innovation Process Even innovation which seems a simple process of identifying and prioritizing our opportunities, ideating possible solutions, designing, testing, adapting, and implementing or abandoning our best idea is too much for System 1.
- 28. Innovation made easy.28 of 22 So what do we do? What do we do when we live in a world that demands innovation in order for us to be successful, and yet we are fighting our nature and our environment every single day that we are trying to do it?
- 29. Innovation made easy.29 of 22 Implement a system. The Answer Is We must build a crutch, a tool, to aid our minds to allow us to see the opportunities and innovate successfully.
- 30. Innovation made easy.30 of 22 The LaunchPath Innovation System A good example of an Innovation System that is simple, practical, and affordable that organizations can implement looks something like this:
- 31. Innovation made easy.31 of 22 LaunchPath Innovation The LaunchPath Innovation System lays out the key steps and identifies key roles of the innovation process. By using a system such as this, organizations can overcome the cognitive barriers that would otherwise prevent them from realizing their opportunities so that they can innovate successfully! For more information about how LaunchPath Innovation helps SMBs affordably, continuously, and successfully innovate visit our website, www.launchpathinc.com, or contact us at info@launchpathinc.com.
Notes de l'éditeur
- At the core of System 1 is our associative Memory—although we still only have a sketchy understanding of the way associative memory works, what is recognized and appreciated is that there’s a vast network of associations in our minds that have a dramatic effect of our perception of reality. For example, if I say the word ball, perhaps the word bat automatically comes to mind. Psychologists have found that these connections are deeper and more influential than we might have expected. For example, people who have been exposed to words associated with old age will actually walk more slowly after having been exposed to words like cane, walker, or nursing home, etc. It powerfully informs the way that we interact with the world. One layer out from our associative memory is our perception, our intuition, heuristic judgment, and memory. For example intuition is at work when we walk into a room, and we can immediately tell that someone has been talking about us. Heuristic judgement is when we are able to say that one thing is like another thing. These are all outgrowths of our associative memory. The habit of System 1 is to be constantly scanning the environment for any kind of norm violations or threats and is basically monitoring to see if a state of cognitive ease is maintained. If everything makes sense, if everything feels normal, then System 1 will let things go as they are. If not, it will raise the alarm
- It’s significant to see how the two systems work together especially because System 1 plays a much more prominent or even dominant role than we previously realized.
- If System 2 is not avail, then System 1 will make the call without System 2.
- If system 2 did not request an audit, then System 1 makes call.
- Even the innovation process which seems rather simple—just a matter of identifying and prioritizing our opportunities, ideating possible solutions, designing our best idea, testing, adapting, implementing or abandoning—is too much for System 1.