Thursday, December 23, 2010

An example of our ETHOS of Learning

With the speed of recurring business changes and disruptive technologies, learning must keep pace – especially in an innovation organization like ours at Stinson Brand Innovation.

Understanding one’s reactions to change is a first step in dealing with it. And an ethos of learning is our starting point. That’s why I encourage our team members to study the “pharmacology” of change as an effective way to understand reactions to new technology and to provide leadership guidance through the adoption cycle.

Among our team just in the last month, we have people who have attended industry programs, professional development seminars, university courses, MBA classes, online training, and partner agency webinars. And we don’t just show up; we write about what we’re learning, like in our daily postings here on this blog.

In our work with clients to advance brand innovation, we’ve seen teams pass through the phases of denial, resistance, exploration, and commitment. That’s why we devote so much time and energy to learning the behaviors that either facilitate or inhibit change initiatives. Only then can we effectively develop strategies to master and lead change.

One example of my own learning was a meeting earlier this year with the Idaho Technology Council. I learned about the ITC’s resources related to funding, starting, running, and managing innovative companies. It is advocating for innovative policies that can spur the growth and adoption of technology. We discussed ways to strengthen research capabilities from state, federal and private sources through commercialization of intellectual property.

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