The Innovation Space: Part 1
Outlaws, Sheriffs, and Complexity
Framing the Conversation
I recently attended the Think Wrong Intensive Facilitator training with Solve Next. Learning about the complexity at play in an innovation ecosystem left me with a desire to know more about how people and ideas traverse an organization and the nuances present in this environment.
I found many parallels between what I learned and what I have experienced professionally over the years. There is a great deal of complexity at work in any organization, especially one that is genuinely achieving a culture of innovation.
I hope that by reflecting on this unique experience, I might provide some context for others to explore what roles they hold and how they might move the needle to enable innovation and creativity.
Think Wrong System
I feel that jumping into the roles would leave the reader a bit confused, and I want it to make sense as this piece unravels.
Above, the x-axis shows the challenge/problem(s) by how well it is understood, while the y-axis is weighted against the certainty for a solution(s) to a given challenge.
Think Right
In this Think Right section (see left of the figure-has an X), imagine a problem for which the challenge and solution to this challenge are clear.
What is found here is predictability and optimization. It is the space business processes, optimization, and best practices inhabit. Not to scale in the figure, this is where much — 80% seems like a safe guesstimate — of an organization’s day-to-day, its certainty, exist.
In the innovation circles, many would call this the status quo, the predictable path.
Think Wrong
Here is where things get a bit more exciting (figure on the right)! It is likely what brought most readers here as the focus shifts to the rest of the terrain on the matrix. In other words, it is time to explore the squiggles.
What Solve Next would call the Think Wrong space. In this space, there is a small but unique set of problems that encompass all levels of uncertainty. Most are familiar with this area, and some live for it. Here exist the levels of complicated and complex that could be debated upon endlessly. It is all about pushing the limits and seeking to go beyond the known, beyond the status quo. For here, normal will not suffice. We need exploration, we need boldness!
Looking at the top left (right matrix): An example could be where the solution is solidified, but the challenge is not apparent. Envision a tech-related creation from a company that now has to find the problem it solves — i.e., a startup that has condensed all communications into one platform and now has to go about convincing others it solves a problem.
Now see the bottom right: The problem in this space might be something like Alzheimer’s. There is extreme uncertainty around the solution to this given problem, but the challenge is apparent.
The rest of the matrix gives room for all the problems that fall somewhere in between, while not being in the Think Right portion.
Your Challenges?
Now that you understand the matrix, consider picking 4 or 5 problems of your own. On a sticky or sheet of paper, line out the matrix and jot down where you think these problems fall.
For many of us, we find our challenges lie somewhere along the x & y-axis in the Think Wrong territory. So that begs the question, why do we approach more complex problems with the same Think Right mentality as we might something like paving a road?
Paving a road being an example where the challenge and solution are obvious — moving cars.
…why do we approach more complex problems with the same Think Right mentality as we might something like paving a road?
This reflection hopes to provide some context and consistency in how the problem space is understood, how motley the roles in this environment can be, and how others might enable a culture that leverages the parts at play across this space to empower innovation at scale.
We are all different. We enjoy different things, interact with our environment differently, and understand and manage problems and solutions in unique and diverse ways. Explore that, embrace it, and know where you are during your exploration!
Let’s Explore Roles
Outlaw
Imagine someone that lives and breathes for the complexity space. An Outlaw has no room in their day for simple and is fueled by a desire always to be solving and exploring complex problems. They lose interest as things become less complicated and will naturally return to the great unknown as soon as they are able. A fair comparison would be that of an entrepreneur launching a startup. The founder(s) of a startup may tend to lose a bit of interest as the formidable business process needs begin to creep in daily needs.
Scout
The Scout is as comfortable swimming in the complex as they are amidst the mass of swirling business rigor. They are at home in the day-to-day mundane, in a requirements-driven partner meeting, or planning to launch a startup.
Considered to be the person you need on your team regardless of where the team is in the process.
They are the politician that can sway and move organizations and ideas with ease. They seem to have a way of putting the situation at ease and giving an air of confidence, in any case, no matter the stakes.
Shepherd
The manager or champion enabling the Outlaws to run back to their complexity space, empowering the Scouts to pursue the bold, and keeping the Sheriff at bay.
In many ways, the Shepherd is the protector and defender of all things innovation in an organization that may not be very keen on risk. They balance the need for innovation by having a rapport with those signing the checks to keep them from shutting down ideas in motion through the stages of innovation and growth, guding them on through to realization.
The Shepard is often the balance point between innovation (boldness) and the status quo (predictability).
Sheriff
The Sheriff is the quintessential manager or authoritative figure in an organization. Typically, the person paying the bills, or taking the brunt for decisions made, for better or worse. For the Outlaws, Scouts, and Shepherds, the Sheriff is either the most powerful ally or showstopper figure.
This role, dependent upon how they view risk and innovation, is vital to moving forward a culture that is empowered to innovate. Many Sheriffs find it hard to assume the risk, but those that do it well, and lean on their players in that complexity space often find their teams become more innovative!
Posse
The majority that falls inline, most typically, with the Sheriff and the organization. As is the case with the Sheriff, the Posse can either be empowered to understand risk and innovation, or hard-coded against changing from the current state. The Posse is not necessarily in love with the complex — more suited to slightly complicated or simple processes — but they do help take something innovative into that ’80 %’ space where most work occurs.
It will benefit the entire team to try and bring someone from the Posse into that complex where the Outlaws and Scouts live. Even if it is not their comfort zone, they can have dramatic impact on how easily an idea moves through the problem space.
Moving the Needle
Hot Zones
The Hot Zones pictured here add the visual context to the innovation roles explained above.
Think of this as an overlay to the Think Wrong System presented earlier
As will become apparent, this overlay, and how the roles interact throughout, does not define precisely where someone remains.
There are many circumstances during an individual’s career that may take them through these roles differently at times.
Zone 1: Define
Formulation & Incubation
Where complexity and problems are abundant. Outlaws thrive in this space. Scouts can navigate it with their innovation-tuned ‘GPS,’ and Shepherds know enough to keep the naysayers at bay.
Here usually exists a team of people extremely comfortable with uncertainty and a high tempo. Teams move fast, and the goal is to formulate and incubate an idea, ensuring it is researched, well understood, and aligning it toward an organizational strategy.
In this zone, it is critical to define the idea. Understanding what it is and how it aligns with organizational strategy. In other words, is the juice worth the squeeze? Something of which to remain cognizant, this formulation is not always done well. There are times when there is no understanding of real pains that would be solved, or if a problem exists for a posed solution.
As something moves through this stage on to Zone 2, it becomes viable, tangible, and the value begins to form.
Zone 2: Develop
Accelerating & Operating
Possibly the most dynamic zone in innovation. Here begins the development of a solution. Things start feeling very real, and the case is beginning to show that it is full-scale ‘GO button’ time. However, hitting the gas a bit does not mean you must burst onto the market and spend all the shiny new dollars and cents you just received. This zone takes a hyper-focused awareness of the real vision of this solution, an acute sense of when to be patient and when to press a bit harder, and lots of grit. The Scouts and Shepards are prepping the solution for the Sherrif and Posse.
The reality here is that the solution is still vulnerable and monitored. There are varying degrees of uncertainty, and the real possibility of killing the idea remains. It is okay at this point not to scale the solution. If there are already some issues present, and the solution is not achieving the desired outcome, scaling it will not make it better.
A solution will not make it through this space without trust and transparency from every role in an organization. This accelerating & operating stage is what sets up the sought after lift-off of Zone 3.
Zone 3: Dominate
Grow & Evaluate
This zone is where the solution is normalized, and the ‘processes’ begin to take over. If all has gone well, now it is time to scale and rapidly expand this solution to the masses! Chances are, during Zone 2, the solution was being pushed out a bit and monitored for progress and viability. Well, now, all that is complete. This solution has been tested, vetted, and is ready to be launched into the stratosphere (possibly, literally).
The processes are standardized, reproducible, and well within ‘error tolerance.’ The Sheriffs are happy, and the Posse is working like a well-oiled machine. The Outlaws are already looking for their next thing upon which to formulate. All is well with the world.
In Zone 3, you take this great solution out of the box, push it full-steam ahead, and watch as this innovative thing unfolds upon the world. As soon as it has become routine, the process starts anew! It is like watching the evolution of an innovative something evolve from concept to reality!
Innovation is Hardwork
Framing the problem, identifying the pains, understanding the idea and knowing how it traverses an organization are all an important part of any solution’s journey. The one thing I can promise you about anything that is bold, out of the ordinary, and innovative, is it will have some complexity around it.
Innovation is not easy. A culture of innovation, even less so. Your team will experience ups and downs, moments of uncertainty, and encounter many obstacles along the way. This is what it is all about. Being there for one another. Understanding where your strengths and weaknesses lie, what you value, and how to support one another to take small bets and shoot for the moon!
Once your innovation becomes normalized it is time to rinse, wash and repeat! The innovation cycle starts all over again, and it will be totally different and ripe with opportunity the next go around!
Final Thoughts
So often today, I find myself talking more about how to understand a problem than just about anything else when it comes to innovation. Partially, I believe this stems from asking good questions — or just a lot of them — and having consensus only that the problem/challenge is not yet as well defined as we thought.
There is nothing innovative about that. It is not a novel concept. It is merely what I experience when asked about innovating, creating, solving, or doing anything a bit ambitious.
In writing these roles out, beginning with the Think Wrong system to frame the conversation, I realize just how hard it is to force or prescribe innovation. The dynamics you find are extrodinary.
I hope you will continue to Part 2 as I explore how the roles explained here interact and traverse the problem space. How they navigate an ecosystem ripe with complicated and complex issues, and what these Zones look like when things are happening, real-time!
A huge thanks to the team at Solve Next for giving me the freedom to express my thoughts, and enough knowledge to be more curious each day!
Chris is an Air Force Veteran and dabbling writer of things. He has spent nearly a decade as an Intelligence Professional and has a career focus on enabling and realizing innovation culture within National Security.
You can also find him interacting with other like-minded explorers through Agitare as they seek to build a community for National Security facilitators.
