March 14, 2008
INNOVATIONMONTHLY innovationmonthly is a collection of stories on innovation, design and trends.
The Tea Bag Effect By Edwin Chung
In a conversation with CMU’s Heinz School's Adjunct Professor of Management, Brian To, on the topic of organisational change, Professor To explained that organisational change can be driven from the top, from the bottom or from the side. And that changes driven from the top are more likely to succeed as compared to those driven from the bottom. This is not difficult to comprehend as the leader of an organisation is like the conductor of an orchestra. He/she could change how a score is performed via subtle movements of a baton yet a few missed notes by a violinist in an ensemble of a
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hundred pieces would hardly be noticed. Or in the words of retired Gen. Colin Powell1: “In the military, when you become a four star general, people will do anything you even suggest you want. If you say a wall looks a little dirty, by sundown it's painted.” Introducing a culture of innovation into an organisation is no different. Pockets of innovators here and there alone is unlikely to change it into an Apple or a 3M if the organisational structure necessary to promote and sustain a culture
of innovation within the organisation is not put in place and supported by senior management. These innovators will influence those around them, and if supported, this influence may spread to other teams/ groups. If discouraged, either by organisational policies or their superiors, even these innovators may themselves find it difficult to be creative. This effect of the environment on the individual and the extent of a person's influence in an environment is similar to that of water on teabags. In hot water, tea will be released, turning hot