【正文】 eater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash, Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the goal, and only ever achieved one hit with the Sun label.The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we, as a species, behave differently, ‘When things change, we are hardwired to play it safe.’ Managers should therefore adopt an approach that appears counterintuitive they should explain what stands to be lost if the pany fails to seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than when offered a reward.Managing innovation is a delicate art. It’s easy for a pany to be pulled in conflicting directions as the marketing, product development, and finance departments each get different feedback from different sets of people. And without a system which ensures collaborative exchanges within the pany, it’s also easy for small ‘pockets of innovation’ to disappear. Innovation is a contact sport. You can’t brief people just by saying, ‘We’re going in this direction and I’m going to take you with me.’Cialdini believes that this ‘followtheleader syndrome’ is dangerous, not least because it encourages bosses to go it alone. ‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson, together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When asked how they had cracked the code ahead of an array of highly acplished rival investigators, he said something that stunned me. He said he and Crick had succeeded because they were aware that they weren’t the most intelligent of the scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, was so intelligent she rarely sought advice.’Teamwork taps into one of the basic drivers of human behaviour. The principle of social proof is so pervasive that we don’t even recognise it,’ says Cialdini. ‘If your project is being resisted, for example, by a group of veteran employees, ask another oldtimer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used horizontally not vertically, is much more powerful than any boss’s speech.Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It is, he says, the reason why all those petitions on breakfast cereal packets encouraged us to write in saying, in no more than 10 words: ‘I like Kellogg’s Corn Flakes because... .’ The very act of writing makes us more likely to believe it.Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls ‘captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly theirs’. He calls it captainitis because, he says, ‘crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight captain makes a clearly wrongheaded decision’. This behaviour is not, he says, unique to air travel, but can happen in any workplace where the leader is overbearing.At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ‘the only rule was that there were no rules’. This environment encouraged a free interchange of ideas, which led to more creativity with form, function, colour and materials that revolutionised attitudes to furniture design.Many theorists believe the ideal boss should lead from behind, taking pride in collective acplishment and giving credit where it is due. Cialdini says: ‘Leaders should encourage everyone to contribute and simultaneously assure all concerned that every remendation is important to making the right decision and will be given full attention.’ The frustrating thing about innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly innovative culture can make their job a lot easier by recognising these psychological realities. Questions 2730 Choose the correct letter, A, B, C or D.Write the correct letter in boxes 2730 on your answer sheet.27 The example of the ‘milliondollar quartet’ underlines the writer’s point aboutA recognising talent.B working as a team.C having a shared objective.D being an effective leader.28 James Watson suggests that he and Francis Crick won the race to discover the DNA code because theyA were conscious of their own limitations.B brought plementary skills to their partnership.C were determined to outperform their brighter rivals.D encouraged each other to realise their joint ambition.29 The writer mentions petitions on breakfast cereal packets as an example ofhow to A inspire creative thinking.B generate concise writing.C promote loyalty to a group.D strengthen mitment to an idea.30 In the last paragraph, the writer suggests that it is important for employees toA be aware of their pany’s goals.B feel that their contributions are valued.C have respect for their coworkers’ achievements.D understand why certain management decisions are made.Questions 3135Complete each sentence with the correct ending, AG, below.Write the correct letter, AG, in boxes 3135 on your answer sheet.31 Employees whose values match those of their employers are more likely to