The world is changing at a rapid pace. Technology, too, is advancing at an ever-faster rate. And the social issues we face – such as housing, climate, safety and health – are closely intertwined.
Normally, our brains seek stability and predictability. They prefer to run on autopilot. But in these times, we actually need something different, says Simone Ritter, associate professor of innovation at Nijmegen School of Management. Ritter studied architecture in Karlsruhe, but switched to psychology and obtained her PhD in 2012 at Radboud University on the psychology of creativity. “We need to look, think and act differently. Not routinely, but creatively. Organisations, too, must create a culture in which creative thinking and innovative strength are central.”
What exactly is innovation or innovative capacity?
“Innovation has become something of a buzzword, and is often seen as something you organise. When people hear the word innovation, they often immediately think of technologically advanced organisations like Google, Apple and NASA. But technologies are tools, not magic solutions. Just because you have a violin doesn’t make you a violinist. It is the musician who brings the sheet music to life with their skills and musicality. In other words: innovation has an important human component.”
So what is that human component?
“Technology can accelerate developments, but our attitude, our ‘mindset’, determines whether that acceleration gains direction or stalls. We need to look at things differently and be open to information that doesn’t fit our assumptions. And we must let go of ‘highway thinking’ – a routine way of thinking – and consciously make room for creative thinking. Finally, we need to do things differently, take action, and dare to experiment.”
But how do you trigger such an innovation mindset?
“The environment plays a key role in this. As a psychologist, I have conducted extensive research into creativity and how new ideas come about. Creativity is perhaps the most important factor in enabling people to thrive. It also gives you confidence. You always know you’ll be able to find a solution to problems. But over time, I’ve also come to realise how important context is – the environment – and I’ve become fascinated by the question: how can we structure society in such a way that people actually do flourish? What kind of leadership do you need for that? And how should you structure an organisation?”
I see that organisations often spend a lot of money, time, and resources on methods to stimulate creative thinking and innovative power that simply don’t work. We now know, for example, that classic brainstorming sessions are often ineffective and sometimes even counterproductive.
But that knowledge about innovative capacity isn’t always put to good use?
“I see that organisations often spend a lot of money, time and resources on methods to stimulate creative thinking and innovative power that simply don’t work. We now know, for example, that classic brainstorming sessions are often ineffective and sometimes even counterproductive. That’s why it’s so important to bridge the gap between science and practice. My role is that of a bridge-builder. Between behavioural and business sciences. And between science and society. I really enjoy translating knowledge into concrete applications in a way that’s easy to understand. That gives me the feeling that I’m actively contributing to positive change in organisations and society.”
In addition to your work at the faculty, do you also advise organisations?
“That’s right. I support organisations with complex issues, leadership and change. Large organisations are often like oil tankers. You can’t just get them moving. I also often encounter a closed way of thinking. Logical, after all, our brains love familiar routes. That’s efficient. But innovation rarely arises on mental motorways. Using specific thinking techniques, virtual reality and group coaching, I help people to broaden their perspective. I guide teams to look at things differently, explore new directions, and achieve sustainable change. And I also train people internally in this, so that organisations can stand on their own two feet. Then my work is done.”
Couldn’t AI also drive innovation?
“AI can greatly strengthen organisations, but in the rush to implement this technology, there is a risk that the human qualities that are crucial to innovation—such as creative thinking, reflection and moral judgement—will come under pressure. AI language models operate within the statistical mean of everything that has been said and written. This makes them predictable. In other words: if you use AI by default, you breed mediocrity. If you use AI ‘smartly’ and actively challenge it with good prompts, it can enrich our thinking and break down existing frameworks. Then it can accelerate our own creative process. But not take it over. We are the masters; technology is the enabler.
“The uniquely human qualities – our ability to look at things with an open and curious mind, to think creatively and critically, and to act flexibly and adaptively – are more important than ever in the AI era. In this rapidly changing, technological world, we risk being overwhelmed. With the ‘innovation mindset’, I want to throw humanity a lifeline.”
The book ‘Innovatiemindset. Wanneer harder rennen niet meer werkt’ is due to be published in June. In it, Simone Ritter and Wendy Kwaks demonstrate why rapid developments call for a new way of seeing, thinking and acting. Drawing on insights from science and practice, they describe the psychological building blocks of an innovation mindset and how to develop them — in both individuals and organisations.
Text: Inge Mutsaers