Where do good ideas come from? How does innovation happen? What sparks brilliance?

Insight can be achieved through a predictable path, aided by collaboration.  In my recent series of posts, we’ve been exploring the pathway for Getting to Insight – a seven-step process to spur acutely innovative moments.

We looked at orienting to mission and clarifying intention through the example of Sparkseed, an entrepreneur incubator. In Google’s quest to build a better boss, we explored the importance of gathering data and letting it percolate.

This week, Steven Johnson, author of Where Good Ideas Come From: The Natural History of Innovation (see video) gives us a window into investigating illuminations and discovering insight.

Inspired by the aromatic, latte-infused, wi-fi loving coffeeshop – the birthplace of so much modern imagination – Johnson poses a poignant question: “What are the spaces that have historically led to unusual rates of creativity?”

The critical driver in historical innovation, Johnson argues, is connectedness. It’s the exposure of our own nascent ideas to those of others that turns half-baked hunches into insight. Today’s hyper-connected society makes radical innovation not only possible, but more accessible than ever before, Johnson concludes.

The challenge, of course, is harnessing that innovative potential. How do we synthesize the brilliance within us and the brilliance around us to create insight that is both personally relevant and globally significant?

Step #5 in Getting to Insight is to persist along the energetic pathways where you sense “the answer” may be found. This step is all about energy, intuition and potential – about feeling it. It’s a truly electric sensation, akin to sensing the answer is on the tip of your tongue. You’ve got a hunch…or as Johnson calls it, a “slow hunch”…and you’re giving it room to unfold.

When insight begins to crystallize, you’ve reached Step #6. Now is the time to articulate and record your discovery. At this stage, insights are fleeting. Scribble furiously on a napkin if you must. Keep a notepad by your bed for awareness that arrives in the middle of the night.

Next week we’ll examine what to do once insight is discovered, clarified and recorded.

Where do you do your best thinking? What is it about that space that makes your neural pathways predictably – and more powerfully – play?

Insight is the catalyst of brilliant imagination, the energetic intersection of data and intuition.  It is fundamental to generating innovation. Yet getting to insight is no superficial task.

Last week I referred to an illustration of how Google (#3) gathered data, and how they then let it (#4) steep and percolate, in pursuit of insight. This week, I turn your attention to the first steps in getting to insight – (#1) orienting to mission and (#2) clarifying intent. Sparkseed, a non-profit that invests in young social entrepreneurs, illustrates these steps.

Sparkseed’s young founder, Mike Del Ponte, was on the path to priesthood when he was awakened by the awareness that entrepreneurship, not volunteerism, was the best way to create social change. He explains his change of course in a 2010 interview with Fast Company:

It was the summer of 2007, and I was volunteering as a microfinance consultant in a rural Nepali village. Our truck broke down, and the driver was trying to fix it with a pocketknife and some Scotch tape. These guys had the worst tools–they were ill equipped to solve this problem. I realized then and there that the tools I needed to make a difference were my MacBook, my iPhone, and my social network. What I really do well is connect people. And that’s exactly what Sparkseed does.

Del Ponte grounded himself on his mission, and so aligned with core values-oriented, worthy goals.

Now in its fourth year, Sparkseed works with budding college students to turn their ideas for social entrepreneurship into real businesses. It won a Social Innovation Award from the Financial Times and has funded more than 50 student innovators.

And all because an aspiring priest dared to heed his responsibility to the world as it was illuminated to him.

How do you align your day-to-day activities with a mission? In what ways do you align your actions with a worthy goal? Do you struggle? When do you encounter insight?

Last week I outlined a 7-step path for Getting To Insight. This week, Google offers a real-world example of how steps 3 and 4 – “gather data” and “steep and percolate” – lead us closer to insight.

In “Google’s Quest to Build a Better Boss,” NY Times writer Adam Bryant describes Project Oxygen, an initiative by Google to improve management effectiveness by doing what Google does best: Mining data.  Project Oxygen teammates surrounded themselves with data associated with the worthy goal.

Google analyzed performance reviews and employee feedback surveys. They analyzed words and phrases, praise and complaints, and attempted to discern via the data what makes a better boss.

The output was a list of eight directives, “Google’s Rules” — Eight Good Behaviors and Three Pitfalls of Managers — for how to be a better boss, including:

• Be a good coach.
• Express interest in team members’ success and personal well-being.
• Be a good communicator and listen to your team.
• Help your employees with career development.

Steep and Percolate: Immerse Yourself in Data in Pursuit of Insight

Google didn’t rely just on a mechanical gathering and analysis of the data, points out Duke University professor Cathy Davidson, co-founder of the Humanities, Arts, Science and Technology Advanced Collaboratory (HĀSTAC):

“It took actual, human reading of the language of the reports to understand the nuances of the patterns and to formulate a Google management method based on those,” says Davidson in a recent blog post.

In other words, Google immersed itself in the data. It contemplated it, respected it, talked it up and talked it over.

The Project Oxygen team steeped and percolated, allowing the data to teach them about the goal.

Maturing from Instinct to Insight in Decision-Making

The Google example points out one of the key flaws in how leaders make decisions – instinct uninformed or undisturbed by contemplative emersion in relevant data. As Bryant writes:

“H.R. has long run on gut instincts more than hard data. But a growing number of companies are trying to apply a data-driven approach to the unpredictable world of human interactions.”

This intuition-based approach isn’t fatal, but it isn’t flawless either. And it isn’t constrained to human resources. Indeed, many failures of decision-making originate from a disconnect among values, perception and authority – at the intersection between performance goals and personal well-being.

If we are to access insight at will, we need a game plan for getting there. Google shows that a methodical approach is possible, even on a “squishy” area like management.

What is your biggest hurdle to reaching insight?

Insight is as close to a generative miracle in the workplace – a producible panacea – as anything I’ve discovered. By insight, I refer to the manifestation of genius in each of us: the prime synthesis of data and intuition that yields true – often simple – understanding. The Oh, I see! Aha! Eureka! moment. The satori experience. The brilliant flash of awakening when new cognitive comprehension is confirmed by gut validation. This thrilling brilliance of insight resides in each of us! The trick is to access it at will.

Getting to insight has been the core of my practice for over 30-years.* It can be achieved through a predictable path, aided by collaboration. It can be deeply thrilling and extraordinarily satisfying. I will be writing more about insight and the factors that increase its occurrence, but for now, here are the steps for getting to insight:

1. Mission-Orient – Associate with your mission.
2. Clarify Intention – Identify your worthy goal. It is far easier to enter the state of insight through a worthy – core values-oriented – intention or gateway.
3. Gather Data – Surround yourself with data associated with the worthy goal. Be irreverent, creative, energetic, intrusive, and impertinent.
4. Steep & Percolate – Immerse yourself in the data, allowing the data to teach you about the goal. Visit. Reside. Study. Contemplate it. Sketch it. Regard it, respect it, talk it up and talk it over. Avoid negative predispositions. Listen with great respect.
5. Investigate Illuminations – Persist along the energetic pathways where you sense “the answer” may be found. Illumined pathways feel electrically charged with potential. (Here, you may be compelled to repeat steps #3 and 4.)
6. Discover It – Recognize the insight, record it, and articulate it. Be supportive and persistent. So often, insights emerge inarticulately. After achieving comprehension, despite how obvious it seems, record it. At this stage, insights are fleeting.
7. Plan & Execute Insightfully – Utilize the insight, protect it, and apply it. Take a victory lap! Enjoy it. Refine your understanding and wisdom.

Today, we need a reset for business and government. Innovation and invention are encouraged by every president and pundit, appropriately. Getting to insight is the stargate for innovating and inventing.

What are your experiences in the state of insight?

[*With gratitude to Joseph Chilton Pearce, Albert Einstein, and so many client and colleague collaborators.]

This year, The Academy Awards® acceptance speeches were as stirring and genuine as any I’ve seen in years. The grace, humility, and gratitude taking center stage at the Kodak Theatre were refreshing alternatives to the “look at me” exhibitionism of other awards shows.

In the spirit of the 83rd Academy Awards, I’ve given several awards of my own to the speeches…and a few lessons for business leaders.

Excellence in Accountability

 

The award for Excellence in Accountability goes to… Charles Ferguson, director and co-producer of winning Documentary Feature, “The Inside Job.” Ferguson rightly used his moment in the spotlight to put attention where it belongs: On those whose abuses he chronicled.

“…I must start by pointing out that three years after our horrific financial crisis caused by massive fraud, not a single financial executive has gone to jail, and that’s wrong,” Ferguson said in his acceptance speech.

Lesson for business leaders: Without accountability, there is no integrity. Strong organizations require leaders driven by principle and willing to subject their public lives to public scrutiny.

Excellence in Gratitude

The award for Excellence in Gratitude goes to…Natalie Portman, winner for Actress in a Leading Role, “The Black Swan.”

Portman gave an emotional, gracious acceptance speech flowing with appreciation for the other nominees, her family, producers, those who have shaped her career. She was genuine, humble, grateful and intelligent…a reminder that no matter how high we rise, we never do it alone.

Lesson for business leaders: The most successful leaders are those whose teams flourish. Be eternally grateful to every individual who contributes to your success. Without them, you’d never make it.

Excellence in Solidarity

The award for Excellence in Solidarity goes to…Colin Firth, winner for Actor in a Leading Role, “The King’s Speech.”

Firth won an Academy Award for his stirring performance as King Edward VI in “The King’s Speech,” about the relationship between the king and the speech coach whose unique vision, persistence, and unconventional methods helped the king overcome a profound stutter.

The actor gave credit to writer David Seidler, “whose own struggles have given so many people the benefit of his very beautiful voice.” Seidler himself had a stammer as a boy, but was inspired to overcome his speech disorder after listening to King Edward’s speeches on the radio during World War II.

Lesson for business leaders: Firth’s speech reminds us of our power and responsibility, as leaders, to give voice to the voiceless. How are you empowering the brilliance within your organization to find its voice?

Excellence in Inspired Goal Setting

The award for Excellence in Inspired Goal Setting goes to…Aaron Sorkin.

Sorkin won the Writer (Adapted Screenplay) Oscar® for “The Social Network,” about the founding of Facebook. In his acceptance speech, Sorkin acknowledged those who heard Sony Pictures mandate to “make it good” and said “good enough is not good enough.” He tipped his hat to director David Fincher’s artful creation and credited him for leading others to aspire to a high standard.

Lesson for business leaders: Setting high standards means more than setting ambitious revenue and profit goals. Truly great businesses aspire to stand for something worthy, and imbue every corner of their organization with that aspiration. Does your business have the commercial equivalent of “artistic integrity?”