MANAGING THE PARADOX OF ORGANIZATIONAL CLIMATE
To achieve all this requires balance—and the management of an interesting organizational paradox. As you can see in Figure 5.2, too much support and recognition of people can lead to a country club climate where all the emphasis is on people support—idea generation, 7 support, and recognition. On the other hand, if you try to motivate people toward innovation only through organizational means—clarity of purpose, outside-in perspective, and innovative discipline—they will not have the personal support they need. Obviously, the answer is a balanced approach where performance management is mixed with social support.
You got it—you have to be a whole leader to succeed at innovation.
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