25. Innovation Unplugged: The Power of Mindsets, Behaviour and Collaboration in the Quest for Innovation

This chapter is positioned from a practitioner point of view which is supported by research conducted by the primary author, the presented case studies and theoretical considerations. The research proposed that in order to engage in more divergent thinking (which is a key element of innovation) we need to shift the focus away from tangible outputs and towards the outcomes of workforce engagement and collaboration. Taking this approach can reverse the common mindset of being submerged in a tactical mindset of rigid and functional states that focus purely on cost, time, scope and quality. The examples in this chapter show that our modern Volatile, Uncertain, Complex and Ambiguous (VUCA) world offers opportunities to be explored, rather than a problem upon which to focus. To create such proactive workplace innovation, requires a mind-shift that is more creative, agile and open. It benefits from stronger inclusion of intangible human elements, such as relationships, trust, engagement and collaboration. Optimal workplace innovation motivates the people involved through engagement which generates sustained higher performance outcomes.