A big challenge in creating an innovative environment is that most organizations are results driven. The emphasis is on "doing" rather than "thinking." Some organizations may even unknowingly be discouraging innovation through disempowerment. Employees are often rewarded based on productivity and quantitative measures.   

Paradoxically, companies say they want their employees to "think outside the box," but this is difficult to do when time and greater efficiencies are of utmost importance. Being able to innovate, create and develop new products and services takes time. Sometimes, this is designated to only certain departments, which eliminates many others from contributing their ideas.   

Unless it is built into their job description or designated as a project, most workers do not have downtime to sit and think and conjure up better ways to do their jobs. When time to think becomes scarce, the thinking begins to erode, employees disengage and come to work "just to do their jobs." They rarely feel a part of the whole. 

Environment makes a difference

Essential psychological components of innovation in organizations include:

1. Safety and trust in working relationships
2. Fostering the time and freedom to think, dream and inspire
3. Engaging, empowering  and rewarding employees to innovate
4. Willingness to take risks
5. Emphasis on continuous improvement

A primary ingredient in the culture of a healthy and vibrant organization is to have employees that collaborate and share willingly with others, for the greater good of the company rather than for their own self-serving reasons. This requires having trust in leadership and co-workers, and having a sense of safety in being able to share and collaborate.   

Healthy workplace relationships are at the core of being able to innovate. When employees feel confident in sharing their thoughts and ideas with little or no risk, the free flow of communication begins to take place. Some of the best ideas that come to fruition are a compilation of multiple people's thoughts and suggestions. The old adage "two heads are better than one" applies to innovation in an obvious way. 

Risk-taking is another necessary component of innovation. Allowing brainstorming in teams is often a good way to get ideas on the table, and employees need to feel safe in doing this while also understanding that the majority of ideas are never realized. It's important to know it is perfectly OK to bring up even the most absurd ideas and this may even spark the creative mind of someone else in the room. This is not always easy to do, especially in the absence of a safe environment.  

A different approach

An organizational development practice called "appreciative inquiry" focuses on positivity and strengths, and builds on the potential of the individual and the organization through four processes:  discover, dream (emphasis on what could be), design, and destiny (what will be). This concept focuses on making continuous improvements, rather than stopping after making progress or achieving a goal. This methodology builds and rebuilds on what works while unleashing the human potential. 

Tapping into the knowledge of employees is paramount to innovation. Reaching into their knowledge base requires not only time and safety, but also freedom. Freedom to voice ideas and opinions, to speak and to share, freedom to try out new things, and even the freedom to fail. The free flow of ideas comes from a feeling of freedom.  

It's vital to the success of any organization to have forward momentum, and strive for continuous change and improvement. An organization that encourages change and innovation is in a much better place psychologically when it is strong, stable and has financial security. Having such a solid foundation allows for even greater risk-taking, trial and error.   

When management empowers others and allows them the freedom to think, dream, inspire and innovate, it is likely to tap into the human potential and bring out the best their employees have to offer. What organization wouldn't want to take a risk like that?