I was listening to an interview with a theatre director who observed that in innovative theatre it is necessary to create an environment where, as he put it, it is ʻsafe to failʼ. Not everything you try will work, he went on to say, so you rely on the generosity of your fellow actors to go along with you and give it a try.
It reminded me of the time I was directing a small Jewish play – with all non-Jewish actors – and my lead actor, at the very last rehearsal, chose to try out a lovely, but unexpected, Jewish accent. It completely flummoxed the entire cast. But they recovered for the opening night which went well. They had the requisite generosity of spirit.
My question is: Do we? If somebody tries something new, do we immediately reject it? Do we work with them to round off the awkward edges or do we carp and criticise? If it fails do we nevertheless recognise the beneficial intent and work with them to find solutions? If I had not had the support of the great engineers I worked with I doubt I would have been able to create a way of addressing the problem of planning and asset renewal that we now see as infrastructure asset management.
Not everyone can, or wants to be, an innovator. But we can all focus on the purpose and work with those who are able to solve some of the pressing problems of today. Innovation is ‘doing different’ – but not for difference sake! Anybody suggesting an innovation needs to be able to explain what problem they are addressing. Then others who can see the wisdom of addressing that problem can join.
The position of Asset Management Team Leaders is critical here. Team Leaders need to ensure that failure is not fatal, but rather a learning device. In particular, we need to prepare the level above us to recognise and support innovation by making sure that our boss understands and supports.
I am sure we have all had experience of what not to do, but focusing there won’t help. Rather, what experience have you had that can help others develop and support an innovative spirit?
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