question an idea

Ответ от Јла Саша по шоссе...[гуру]
From Henry Ford’s assembly line to Apple’s iPod, every great innovation started with a great idea. But in the business world, it’s a lot easier to say "no" to new ideas than it is to dedicate time, money, and resources to developing them.
That’s why idea-friendly companies like Toyota, Yahoo, and IBM have structures in place to encourage and capitalize on good ideas — be they flashy new products or time-saving strategies for improving efficiency on the factory floor. No matter what their precise approach, all idea-friendly companies have a few principles in common: They reward employees who suggest ideas, and they solicit feedback from across the organization to identify ideas with the greatest staying power.
Of course, successfully nurturing good ideas doesn’t mean that nobody ever says “no” — rigorous analysis and trial are crucial steps further down the road. But the beginning of the process should be open and encouraging, because there’s nothing more disheartening than being told at the outset that your idea stinks. Indeed, negative feedback at the beginning of the process can be humiliating to the person on receiving end. Worse, it’s toxic to successful idea generation over time, and it affects everyone in the office — not just the person with the idea. As a practical matter, this means that managers have to work hard to identify the potential that may lie hidden within an imperfectly articulated idea suggestion.
Whether it’s bandied over the cubicle wall or presented in PowerPoint, a new idea is a fragile and tender thing. It’s all too easy for managers to stomp on ideas unthinkingly — and then wonder later why their team isn’t more creative. Try to avoid these common managerial mistakes:
* Don’t mix idea generation with idea evaluation. These are two distinct processes, and they should be as separate as church and state. If you start to evaluate or critique an idea the minute it’s brought forth, chances are you’ll not only kill the idea in question, but also any future suggestions from that person (and anyone else within earshot).
* Don’t show disdain. All ideas should be greeted with gratitude and an open mind. If an idea strikes you as crazy (or just plain dumb), keep that to yourself. Resist the temptation to snort, roll your eyes, or slip into wizened-expert mode (“let me tell you why that won’t work…”).
* Don’t be opaque or fickle. When the time does come to vet ideas — preferably after all ideas have been submitted and heard by everyone in the group — be clear about your filtering criteria. If an idea has potential but needs work, make suggestions for how to improve it. If it’s way off the mark, offer tips on how to move into a more fruitful direction. Give examples of ideas that impressed you in the past and explain their appeal.
* Don’t forget your manners. Always thank employees for their ideas (even when they’re bad) and encourage them to keep making suggestions.
Idea-friendly companies don’t wait for employees to dazzle them with brilliant suggestions; they actively seek out new ideas, and looking for solutions to existing problems is often the best place to start.
Here are some helpful techniques you can use to solicit ideas:
Brainstorming Meetings
Good for: Solving a specific problem. When you want to solicit ideas on a particular topic, the best forum is a structured roundtable meeting run by a professional or third-party facilitator. See “The Right Way to Brainstorm” for tips on how to get the most from this kind of meeting.
Office Hours
Good for: Encouraging employees to come to you with their ideas. Opening your door to everyone in the company for a few hours a week sends the message that you value employee ingenuity. It’s also a great opportunity to give early direction and help shape unpolished ideas that need a second opinion.