Pure innovation can be summarized and generalized in a number of important ways, including the states of mind involved in innovative thinking, the options for innovative actions, and principles of pure innovation that address conventional innovation myths. Thus, the Seven States of the Innovative Mind are highlighted in this particular post.
I’ve done a great deal of research, reading, studying, discussing, debating, thinking, and writing about innovation over the past 10 years. I’ve learned a lot from this process, things that I believe are worthy of sharing with others for a greater good. There are some broad conclusions that I’ve been able to generate from my research within the field, more details around which I plan to include in other books, articles, blogs, and various media. But as it pertains to the major insights I’ve gained, I will share at least a summary of these here. My findings fall conveniently into three categories: Cognitive, Functional, and Systemic observations.
I’ll start with the Cognitive, or thinking, portion of my observations. As a result of all my research of real-life innovation success stories, I’ve been able to summarize the thinking patterns of those who actually brought forth the innovations from the many examples analyzed. It became clear that throughout various crucial points in each case, the innovator was exhibiting one – and sometimes more than one – very particular state of mind, or habit of thought. In all, I observed a total of seven such states of mind which seemed to collectively describe the characteristics of the most compelling innovation processes. There are other states that could be added (and I’ll comment on those as well), but these seven are by far the most prominent and consistent that emerged from my research. Together, these thinking habits make up what I call, simply, the Seven States of the Innovative Mind.
The Seven States of the Innovative Mind
These states of mind can be, and often are, interdependent. The qualities of each tend to influence one or more of the others. But not all innovators maintain “perfection” in these states, in all contexts, or at all times. And others adopt additional states, depending upon special circumstances and requirements. Like any other dimensions of success, these attributes vary over time and under different conditions. The important point is that anyone can assimilate these same qualities of thought. Proficiency in each is not inborn; they can all be consciously developed. In doing so, it helps to understand and appreciate what the vast majority of the world’s most compelling innovators have in common. Likewise, it’s important to realize that for every innovative state of mind, there is an “anti-state.” I point these out simply to allow the reader to consider his or her own range of thinking between the two extremes, within which one may identify opportunities for enhancement toward a more consistently innovative state of mind in any scenario.
The states of mind work together in unison, in complementary fashions, though not in any sequence, necessarily. Strengths in one or more dominant states can enhance effectiveness within less developed states. They support each other. Together they form a larger entity; this is analogous to a region of states, perhaps an entire nation as an appropriate metaphor. I like to contemplate this “interstate commerce,” of sorts, as a society – one bound together by common bonds that transcend those composed merely of physical boundaries.
The State of Imagination
The innovative mind is one that not only has proficiency in, but continuously exercises, outside-the-box thinking (OTBT). It is one’s imagination that allows OTBT to occur at all. How can one think from within a different frame of reference if one cannot imagine it in the first place? OTBT is typically the result of challenging conventional wisdom. Everyone has imagination. But it is the special characteristic of the innovative mind to not only challenge the conventional, but also to translate that into new patterns of thought by using imagination. Those who do this well, do it as second-nature. It’s part of their subconscious framework. Those who are still developing this habit may need to consciously remind themselves to think outside the box regularly and strategically. The more frequently this level of thinking is considered, the more effective any innovator will be.
Recall that there are a few different dimensions that one might think outside the box. These include contextual, spatial, and temporal. The contextual (or metaphoric) box is all about meaning and relevance. The spatial box is all about relative positioning, ownership, or other orientation. And the temporal box is about time – separating the past, the present, and the future. Thinking outside (or inside) the box can refer to any or all of these dimensions, and so it’s important to remain conscious of each, in order to avoid remaining trapped in any.
Given the frequency with which I reference it, this state may be the most predictable of all. Thinking outside the box comes from being skeptical of, and unafraid to challenge, conventional wisdom (and those who perpetuate it). Realize that conventional wisdom involves habits of thought that are typical to you or to others around you. It can be thinking that you’ve inherited over the years from parents or others in your environment, or it may be just your own default way of thinking. Common terms with similar meaning as OTBT include “reading between the lines,” “peeling back layers of the onion,” and other familiar clichés. No matter your choice of terms, the state of imagination opens the lid of that “box” that tends to constrain the way you think.
Curiosity is a fundamental characteristic of the innovative mind. Certainly this is an attribute that begins developing very early in one’s life. Memories of childhood exploration, the fascination with simple, perhaps novel, concepts often ignites a profoundly positive experience in a young mind. Play is another source of development for associative thinking. Such thought processes are learned so early and become so basic to one’s patterns of thinking, that ultimately such curiosity can, and does, generate imaginative brain activity even during otherwise mentally engaged activities. The innovative mind need not remain idle; it knows that it can think outside the box at any time, in the midst of any activity, and for whatever reason it might choose.
Imagination’s anti-state is presumption. Or, more appropriately, it is the dogmatic refusal (or passive neglect) to venture outside that state of presumption. We all have natural presumptions, perhaps as a default state. Recognizing not only the potential value in – but also our unalienable right to – crossing its borders, however, is a key element in one’s propensity to explore all that surrounds it.
The State of Reflection
The connection between the mind and the heart is one of the most crucial elements of pure innovation. This represents a continuous influence upon your thinking from what really matters most to you – what you consider most important, most valuable. It is this very connection that allows you to assess and prioritize your values, to incorporate passion into your thinking and your choices. Through an efficient communication with the heart, the mind clarifies its value system and can translate that into a more advanced sense of mission and purpose in life. The more efficient that connection, the more conscious one remains of mission. And consciousness of mission is what allows that most important thing to remain “in the driver’s seat” of one’s choices. The state of reflection creates the vital bridge between values (moral) and value (worth).
Among the most vital of values for most of us in a social context is empathy – our ability to connect with the hearts and minds of others, to understand their value systems, their priorities. Indeed, this is a form of thinking outside of our boxes, and thinking inside theirs. This type of consciousness of values may translate into what some refer to as a purpose beyond self, for an innovator’s quest to create new value is often directed toward that which someone else might consider to be valuable. Inspiration plays a large part in this state, as one’s ability to both inspire and be inspired are related to how the heart influences the mind. Thinking win-win implies at least one other party within a scenario. This empathic reflection of consequences upon others expands this concept beyond the individual and maintains a consciousness of a social context. Reflection for an innovator, then, is to maintain connection with value-creation (for others and for self) as part of his or her mission or purpose.
Values are the mind’s acknowledgement of that which exists in the heart.
Some will see this reflective state as the innovator’s commitment to do the right thing – to “act with integrity in the moment of choice” as Covey expresses it so aptly in his 7 Habits of Highly Effective People. It is in this state that the value of values is most vividly realized by the innovative mind – the realization of how vital your values are to your propensity to create new value. Those who do not retain an efficient connection are more apt to lose momentum toward the creation of new value; they are, in fact, more likely to destroy value by not choosing to do the right thing.
Reflection of this sort takes practice. It may not come naturally or easily to many. Regardless of whether it does or does not, any number of distractions will serve to degrade this heart-mind connection, allowing choices and actions that are misaligned with one’s true desire to create value. Addictions and compulsions are examples of such distractions, though there are many more, including media advertising, many forms of electronic communications, or the directives and constraints imposed by “figures of authority.” An innovator’s ability to retain focus upon, and pay prioritized attention to, his mission (or most cherished values) is a characteristic that supports this state of reflection to be accessible in all situations. Reflection, then, provides the vital connection between the States of the Mind and the Matters of the Heart.
Reflection’s anti-state is irresponsibility. Those who do not keep their values conscious in their mind are more likely to make choices that are inconsistent with their most deeply-cherished values. Irresponsible behavior, then, tends to destroy, rather than create, value.
The State of Reality
The innovative mind is one that relentlessly seeks absolute truth, whether or not it is actually attainable. The focus is upon what truly exists, not on what you’d like to exist, or on self-deception. For this reason, pure innovators are significantly less encumbered by states of denial. Part of our reality is that many aspects of society facilitate a tendency toward denial — we’re taught from our earliest years that being “wrong” is bad; guilt is thrust upon those to blame. Innovators thus remain conscious of that risk…both in themselves, and in others. This same priority upon truth leads innovators to consistently and pro-actively empathizes with others. They seek to understand the values of another even when that other person is not communicating directly. Innovators gravitate toward learning and respecting the unique value systems of others. Indeed, they pursue an expertise in their own value systems, through one or more processes of self-awareness (what some call emotional intelligence).
Innovators with a robust passion for truth wind up with a natural curiosity. In rising above any degree of their own self-consciousness, they exhibit a willingness and interest in learning from other people, other things, other concepts. This learning can be described by way of the STEP™ Cycle (to be covered in a future post), in that any sensory perception – seeing, listening, touching, etc. – provides new information that can be adopted into your beliefs as new facts, or truth. Truth results from others being honest with you, but it also results from you being honest with yourself. The innovator’s perception requires purity.
Innovators retain the realization that judgment clouds absolute truth. Keeping judgment at bay allows the innovator to separate people from behaviors. They distinguish from among that person’s value system, his intention, his behavior, and the effects of his behavior. In a similar dynamic, presumption can be the mortal enemy of true knowledge. Presumption is the cornerstone of inside-the-box thinking. Even in the face of severe adversity, the innovative mind can conceive value – even beauty – in virtually any situation. Adversity, like the acknowledgement of mistakes mentioned above, is the innovator’s opportunity to test her correctness and strength of resolve. Truth is the innovator’s ally, for through truth one can identify and capture the potential value in any resource.
True innovators reject notions of self-deception that fundamentally comprise a large portion of popular psychological, spiritual, or “new age” movements. Many such faddish trends are riddled with non-reality that would have us lie to ourselves about what really exists. One of the threats to this basis of truth and reality is the perpetuation of behaviors or thinking which tend to train the subconscious mind to believe something that is not true. People can be brainwashed, for example, to believe that they are powerless to change or to control certain aspects of their lives. The innovative mind is unafraid of truth, and therefore has no reason to avoid it, and every reason to cherish it. True innovators have no need to lie to themselves. Innovators also have no fear or apprehension in questioning their own perspectives, value systems, beliefs, or behaviors. Being right is not as important as being true. There is no embarrassment in not having been perfect, being compelled to change one’s goals or points of view. On the contrary, embarrassment should belong to those who, upon recognizing the necessity of such changes, neglect to initiate them.
Reality’s anti-state is, of course, denial. Denial is perpetuated by our own fear or lack of confidence that we will be able to handle the truth. Working contrary to this force is the confidence that one will gain from his or her continued practice and development of innovation skills and experience.
The State of Independence
The innovative mind is one characterized by self-efficacy. In essence, this translates directly to what psychologists refer to as an internal locus of control (ILOC) orientation. It lives and behaves as if it understands that its source of power, control, satisfaction, happiness, responsibility, importance, and value…originates from within. The innovative mind thus drives such value-creation, rather than waiting for or allowing something or someone external to drive it. ILOC contrasts directly with behavior that presumes dominant strength resides within other entities: people, things, substances, habits, or circumstances. This complementary orientation is called, as you might guess, an external locus of control. Within this contrast, the innovative mind remains relatively independent of excessive influence from external entities. Independence of thought allows imagination to wrest control from presumption, which otherwise constrains your thoughts within the box of conventional wisdom.
While the above may lead some to conclude that this position contradicts the idea that “every resource has value”…it does not. Every asset most certainly does have value, but it will not be appreciated until it is recognized, incorporated, and applied. This application involves specifics that create that value in accordance with someone’s value system. Indeed, potential value will always exist in all entities – including those external to the innovative mind. But the creation of new value originates from the characteristics of those assets within. It is forever the free choice of the independent innovator to create such value. To the extent that this choice is proven and conscious, value-creation proficiency reinforces a perception of self-worth and confidence. In this way, pure innovation can develop one’s self-esteem. The more conscious is this power to choose and drive new value, the more effectively the innovator may intervene, at will, between stimulus and response (see Viktor E. Frankl quote, to be posted later).
In the same way that self-efficacy defies addiction to externalities, it also frees the innovator from the predestined, inherited habits of inside-the-box thinking. The independent mind is free of, and thus unclouded by, that which would tend to obscure truth. The self-efficacious mind is guided – where to go, and what to do – at every juncture. Just as importantly, it influences where not to go and what not to do. Innovators march to the beat of their own drummer. They do not obsessively seek the approval of others, either consciously or subconsciously. They do not seek happiness through addictive substances, activities, or relationships. Addiction, obsession, and distraction all take a back seat to the innovator’s commitment to his higher purpose – a product of free choice.
Independence’s anti-state is dependence. Dependence compels you to rely upon other people, events, or perceived sources of power to spawn innovation, rather than to engage in the process pro-actively. Dependent people are less receptive to signs of opportunity that are all around us, and within every resource in our environment.
The State of Attention
The innovative mind maintains clear and consistent focus. It pays attention. And “paying” is an apt metaphor here, not unlike deciding to buy one product off a store shelf from among many choices, based on an assessment of which one will deliver the most value. Our mind is in a constant state of confrontation from an endless set of stimuli, both from without (electronic communications technologies, media advertising) and from within (feelings, emotions, fears). The mind constantly has to choose to focus upon whatever it considers most important at any given time. The ability to remain focused upon one’s goal and not become distracted is a vital characteristic of the innovator’s particular thinking habits.
A great challenge for any individual is to stay focused upon, and conscious of, his highest priority values, or mission. One reason for this is that all human beings (and animals, for that matter) instinctively need to pay attention to their environment – it’s a matter of survival. Our senses provide information to our brains – perhaps an approaching intruder or an opportunity for a next meal – that could mean the difference between life and death. But humans are capable of much higher-order thinking, including the assimilation of values and a personal mission. But we cannot see, or hear, or smell values. We thus need to balance our deliberate, conscious efforts of allocating some portion of our attention to more important things. If we do not, the “driver’s seat” of our thinking can be overwhelmed by, for example, the onslaught of electronic devices or the exploits of advertisers.
Consider the diagram below. We can categorize all of the stimuli we confront into any of four categories. A stimulus may be either internal or external, and it may tend to evoke a response that is either desirable (consistent with your values) or not. Note the examples of undesirable stimuli, whether internal or external, and how they can lead to distraction. But countering those are more desirable responses, which correspond to either your inner perception of values, or your conscious recognition of an external resource’s value.
Examples of Everyday Stimulus
Devoting part of your attention to your environment allows you to notice certain important details of the resources within it. And analyzing characteristics of these resources helps reveal their potential value. This is a vital element of “Level 2” I-Sight (i.e. the pro-active attention to the value of resources within your environment). Staying focused upon thoughts that are most consistent with your values and mission helps you to consistently make the most appropriate choices…which will lead to more appropriate actions and the creation of more valuable outcomes.
Attention’s anti-state is distraction. Perhaps the most powerful defense against the ubiquitous stream of distracting stimuli in our worlds is our heart-mind connection. In this way, the States of Reflection and Perseverance work interactively to support the State of Attention…and overpower influences that would lead us to an anti-state of distraction. This anti-state impedes our ability to retain consciousness of the values, think the thoughts, make the choices, take the actions, and generate the consequences that result in new-value creation. Distraction can occur because there are values we retain which are causing us – often subconsciously – to gravitate away from our original point of focus. This is why it is critical to deliberately explore, to know, and to continually test your values…even those we all tend to take for granted.
The State of Equilibrium
The innovative mind is one that seeks optimal balance within each, and among all, of its many dimensions. With regard to the state of imagination, for example, innovators exercise judgment in determining how frequently to think and act outside the box. This is balanced with remaining inside of it. Such judgment also guides the innovator to understanding not only when (under which circumstances) to think outside his box, but also where to think, once conventional wisdom has been challenged. Balance in this sense by no means suggests equal distribution; indeed, the appropriate balance of inside- vs. outside-the-box thinking likely should be strongly in favor of the inside.
The innovator seeks balance in all of life’s scenarios. Each of us experiences the very same dynamic, though we may approach each situation differently. You often achieve a “healthy ego” by balancing pride and humility. Related to this is an appropriate moderation along the continuum of internal and external locus of control orientation. Certainly we’re all familiar with optimal mixtures of opposing ends of any spectrum, such as wealth and charity, pleasure and pain, rigidity and malleability, concentration and daydreaming, self-esteem and codependency, microscopic and macroscopic perspective, abstinence and bingeing, yin and yang. Steven Covey, in his tremendous wisdom, helps us understand the all-too-common imbalance between importance and urgency. As is the case with all the above examples, you can choose your point of balance…adjusting it any time you wish.
Equilibrium’s anti-state is extremism. In some categories and at certain times, an extreme state of mind may be appropriate. But even within the context of one extreme element (e.g. passion for your child’s health and happiness) there are complementary elements of moderation (e.g. helping your child deal with loss, failure, or frustration through first-hand experience). Balance in any dimension is not necessarily just between two extreme options, but often among several. This requires the wisdom to optimize across multiple slices of one’s life (e.g. self, family, work, community, recreation, etc.), the consciousness of all the choices that one always has, and the ability to think critically about the value of each.
The innovator’s point of balance never needs to be precise; rather, of utmost importance is that the concept of balance retains prominence. The innovative mind is always able to (and does, even subconsciously) adjust its balance points constantly. Adjustments are made from assessments during iteration of a perpetual sensory feedback loop (e.g. as in the STEP™ Cycle mentioned in a separate post). Such adjustments can be triggered by responses to stimuli, by one’s change in perspective over time, or by some combination of both. At the end of the day, it is the innovator’s choice that controls the process of his “balancing act.”
The State of Perseverance
The innovative mind is one that presses on, even in the face of continuous adversity. It maintains robustness and stamina, rising above feelings of pain, hopelessness, competition, danger, or other negative emotional stimuli. The greatest innovators are those who retain pure courage in its various forms – physical, emotional, social, financial, and other. They continue on despite repeated opposition, where the vast majority of others would have given up long before. The innovative mind recognizes that to explore outside the box – to venture beyond its comfort zone – requires encountering the unknown. This means being comfortable taking risks, yet using all available resources to reduce that risk. The innovator’s realistic assessment of her own innovation proficiency is one valuable resource available to her development of self-confidence…which helps maintain that courage.
Innovators realize that adversity is everywhere. It’s a given that it will rear its ugly head eventually, perhaps frequently. The innovator anticipates this and makes appropriate preparations. Because adversity is ubiquitous, the innovative mind is always at the ready to respond to its unlimited supply of stimuli. Adversity is unavoidable. However, holding it in its proper perspective and understanding it in more detail than others typically do becomes an asset, a competitive edge. A great innovator can thus reduce, delay, circumvent, control – or possibly even reverse – such adversity. He retains the knowledge that he can turn virtually any bad situation into a better one – often into a good one. Thus, the innovator is always on the lookout for not only the silver lining within a cloud, but even further, a golden thread within that silver lining, with which he can even further create new value.
The innovative mind is always active. It may not be contemplating the task at-hand constantly, but its framework of perseverance leads to implementation, a penchant for action. The innovator’s commitment to her superlative values and sense of completion guarantee her eventual success. Innovators exploit the strength of their personal missions. They become tolerant of mistakes – both their own and those caused by other people, things, or circumstances. They do not strive for perfection in all situations. They do not need to be the best at everything; they need not win every time. They understand the principles behind the popular “prayer of serenity,” yet they do not look to someone else, or exclusively to a higher power, to deliver that serenity to them. For that, they look within.
Perseverance also supports the innovative mind’s relentless pursuit of truth. While many fall prey to the contentment and/or risk aversion in accepting conventional explanations, innovators commonly continue probing. They continue to ask “why.” They demand clarity, rational cause-and-effect, and a sufficiently deeper understanding. And they persevere in their pursuit thereof.
This seventh state is perhaps the most impressive of all. It is without question the most uncommon of characteristics that each of us may ourselves occasionally exhibit. Many of us do experience every one of the other six states to some degree. But perseverance truly stands out with unusual frequency as that which the world’s great innovators share and demonstrate with consistent resolve.
Perseverance’s anti-state is quitting. Everyone experiences discouragement. Some allow it to get the better of them, and they simply quit…they give up hope. And then they just give up. Obviously judgment is vital here, because at some point, one must learn to stop digging in the same hole. But hopelessness is a primary contributor to depression; through perseverance we can pursue joy.
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