To Foster Innovation, Cultivate a Culture of Intellectual Bravery

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Intellectual bravery is a willingness to disagree in a setting where one could be embarrassed, punished in some way. When this is not present companies develop patterns of willful blindness. Bureaucracy stifles boldness, creativity and stagnation is the result. This finally results in a lack of innovation and the company stops innovating. Leadership is responsible for creating a culture of innovation. Leaders set the tone and define the current norms. How does on create this environment where team members can disagree and interact to achieve the task they have set out to do Take the finger off the fear button: Many a time leaders create a climate of fear without realising it. They may rudely cut-off someone in the middle of a conversation, public blame someone within a team for the delays, ignore a member in a meeting. Fear causes people to withdraw, self-censor and withdraw. Hence leaders should constantly ensure they do not create fear among team members by their behaviour and create confidence in the team to speak up. Assign dissent: When you assign a team member to be a devil's advocate, to disagree, find flaws, challenge decisions you create confidence within the team personal risk. Consider rotating the role so that everyone gets to think differently and question the status quo. Mix up who takes on the role depending on the task, skill, background and temperament of the member. Encourage people to think beyond their roles: Encourage team members to think beyond their roles to create more opportunities for divergent thinking, connect things that aren't normally related. mange this carefully as this may degenerate into a destructive practice. Respond constructively to ideas and bad news: When a team member comes up with bad news, communicate a positive response through body language and non-verbal clues. Exhibit high levels of tolerance for candour and this will reassure team members in their decision to speak up. Listen with empathy, curiosity and understanding to convey that everyone is together to find the solution to a problem. When feedback is rejected, explain why: Explain in detail to the team when a member's suggestion is not accepted. This will ensure that you continue to get feedback rather than throttle it. Give your opinion last: Speaking first when you hold the power, censors any dissent or opinions to the contrary. Listen carefully, acknowledge contributions and then register your views taking into account what has bees said. Vulnerability: Vulnerability is opening oneself to the possibility of loss or harm. If you exhibit vulnerability, others will also do so and create a bind to help each other to achieve the common task on hand. Share your fears., mistakes. Admit what you do not know. Encourage psychological safety. It isn't easy, it requires a high level of emotional intelligence and control. A leader's most important job is to create a vision and set strategy, nourish a context where people are not censored for candour. To Foster Innovation, Cultivate a Culture of Intellectual Bravery by Timothy R. Clark HBR 2020/10




Intellectual bravery is a willingness to disagree in a setting where one could be embarrassed, punished in some way. When this is not present companies develop patterns of willful blindness. Bureaucracy stifles boldness, creativity and stagnation is the result. This finally results in a lack of innovation and the company stops innovating. 



Leadership is responsible for creating a culture of innovation. Leaders set the tone and define the current norms. 


How does on create this environment where team members can disagree and interact to achieve the task they have set out to do

  • Take the finger off the fear button:  Many a time leaders create a climate of fear without realising it. They may rudely cut-off someone in the middle of a conversation, public blame someone within a team for the delays, ignore a member in a meeting. Fear causes people to withdraw, self-censor and withdraw. Hence leaders should constantly ensure they do not create fear among team members by their behaviour and create confidence in the team to speak up.
  • Assign dissent: When you assign a team member to be a devil's advocate, to disagree, find flaws, challenge decisions you create confidence within the team personal risk. Consider rotating the role so that everyone gets to think differently and question the status quo. Mix up who takes on the role depending on the task, skill, background and temperament of the member.
  • Encourage people to think beyond their roles: Encourage team members to think beyond their roles to create more opportunities for divergent thinking, connect things that aren't normally related. mange this carefully as this may degenerate into a destructive practice. 
  • Respond constructively to ideas and bad news: When a team member comes up with bad news, communicate a positive response through body language and non-verbal clues. Exhibit high levels of tolerance for candour and this will reassure team members in their decision to speak up. Listen with empathy, curiosity and understanding to convey that everyone is together to find the solution to a problem.
  • When feedback is rejected, explain why: Explain in detail to the team when a member's suggestion is not accepted. This will ensure that you continue to get feedback rather than throttle it.
  • Give your opinion last: Speaking first when you hold the power, censors any dissent or opinions to the contrary. Listen carefully, acknowledge contributions and then register your views taking into account what has bees said.
  • Vulnerability: Vulnerability is opening oneself to the possibility of loss or harm. If you exhibit vulnerability, others will also do so and create a bind to help each other to achieve the common task on hand. Share your fears., mistakes. Admit what you do not know.


Encourage psychological safety. It isn't easy, it requires a high level of emotional intelligence and control. A leader's most important job is to create a vision and set strategy, nourish a context where people are not censored for candour. 




To Foster Innovation, Cultivate a Culture of Intellectual Bravery
by Timothy R. Clark HBR 2020/10

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