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Innovation and NeuroLeadership – Mary-Joe Emde

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lbert Einstein says, “Innovation is not the product of logical thought, although the results are tied to logical structure.”

tion striving to be sustainable and ahead of its competitor, is to harness the creative thinking of its human capital. This maximises innova- tion. Often leaders are promoted for their technical skills without the necessary compe- tency to manage their own strategic thinking or to harness the innovative thinking of those they work with. What we see in these organi- sations are leaders and employees that are disengaged, who function on old paradigms and mental maps. As leaders and managers keep themselves busy with everyday detail, the brain resources required to activate innovative thinking is just not there.

work of Dr David Rock and All Ringleb, is a field dedicated to understanding the neurological

70 Management Today | September 2011 The field of Neuroleadership, born from the A critical role of leaders, in any organiza-

functioning of the leader’s brain, especially relating to:

thinking • Collaboration with others • •

Critical to innovative thinking Critical to innovative thinking is the understanding of the neurological processes that contribute to new ideas and insights. Insights are those moments of illumination when a problem is solved in a manner that is unexplained to the logical mind. What is required for the brain to have these moments of insight and how do we harness the energy of the new mental connections formed during insights?

psychologist who focuses on innovative thinking, proved that individuals that had

Jonathan W Schooler, a renowned

Regulating emotions Facilitating change

• Effective decision making and strategic