革新是个系统问题,但很多管理者无法从全局出发,试图用一种行动来解决所有问题,让革新变得毫无效用。管理者要吸取教训,避免出现以下几个常见错误:要求职员想出点子,却又不创造机制来应用这些点子。如果你的组织的确有一些机制,能够将概念的片段化成完整的革新的话,尽管去鼓励员工想出新点子。否则,你只不过是创造了一个列下许多胎死腹中概念的长清单。这未必意味着要创立一个新部门,但是你至少要发展一套标准,可用来评估这些概念,以及为最 Innovation is a systemic problem, but many managers can not start from the overall situation, trying to solve all the problems with an action to make innovation ineffective. Managers learn lessons to avoid the common mistake of asking staff to come up with ideas without creating a mechanism to apply the ideas. If your organization does have some mechanism to turn fragments of concepts into complete innovations, though, encourage employees to come up with new ideas. Otherwise, you are just creating a long list that lists many concepts of stillbirth. This does not necessarily mean creating a new department, but you at least have to develop a set of criteria that you can use to evaluate these concepts,