Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation

by Robert I. Sutton

Book Overview

A breakthrough in management thinking, "weird ideas" can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0743212126
• ISBN13: 9780743212120
• Release Date: November 2001
• Publisher: Free Press
• Length: 240 Pages
• Weight: 1.05 lbs.
• Dimensions: 0.9" x 6.4" x 9.5"

Customer Reviews

After You Read This Book, Challenge Every Idea in It

There are dozens of excellent books on the subject of innovation and this is one of the best. Frankly, I found none of Sutton's ideas "weird." Unorthodox, thought-provoking, and perhaps even somewhat controversial but certainly not weird. (Perhaps the title was devised to accommodate marketing needs.) He makes two important distinctions: between routine work (essentially defending and sustaining the status quo) and innovative work (challenging and disrupting, perhaps even transforming the status quo), and, between invention (creating something entirely new) and innovation (discovering new applications for what has already been invented). He also correctly acknowledges the advantages and disadvantages of separating innovation initiatives from the traditional organization structure. In Organizing Genius, Patricia Ward Biederman and Warren Bennis explain why it was so important to establish Xerox's Palo Alto Research Center (PARC) in California, far removed from corporate headquarters in Connecticut. Sutton suggests that such separation may not always be possible or at least prudent. In general, though, innovation is most productive when not constrained by limits of any kind. Indeed, innovation worthy of the name is by nature anathema to order and structure. For me, the greatest value of this book lies not in any one or even in all of the "Weird Ideas" which Sutton proposes; rather, in what could be the "world view" and mindsets which those ideas suggest. "Feelings -- not cold cognitions -- drive people to turn good ideas into reality....Every innovative company I know is passionate about solving problems....Playfulness and curiosity are related attitudes of innovation [in combination with] the ability to switch emotional gears between cynicism and belief, or between deep doubt and unshakable confidence." If you take Sutton's admonitions to heart, challenge all of his ideas as well as everyone else's ideas and come up with more innovative ones of your own. Throughout the 15 chapters which comprise this book, he carefully prepares his reader to do just that.

An inspiring book whose ideas will be referenced often

I had read Sutton's earlier book on the "Knowing-Doing Gap," and I was looking forward to this latest book. I am happy to say that "Weird Ideas that Work" is a terrific complement to this earlier work (and to any management bookshelf in general, I would say), as it presents a compelling case for several innovative management practices. Sutton challenges the reader to take some risks, and looking back at my last challenging management position, I wish I had had this text on-hand to help me take a leap in trying some of these counterintuitive practices (for example, I should have stuck to applying Weird Idea #1, keeping a "slow learner of the organizational code" longer in my group). I also appreciated the mix of management (and psychological) theory with examples that are easy to understand and recall, such as how the practice seeing something old as something new, at times a disadvantage, can in fact lead to innovative products, from round tea bags to new designs for palm computers. In summary, an inspiring book that will be referenced often.

Weird can be really good

This book is a very user friendly read, unlike many management books that are dense and require a second or third reading to get the point. Sutton draws the reader in from page one. His list of "weird ideas that work" will stimulate your imagination. Agree or disagree, you will want to read on. This very well-researched book challenges people to drop their preconceived notions of management in order to strive for real innovation. In plain English,the author articulates the three basic principles for innovative work, and explains how, without meaning to, many managers get in their own way. His real world examples are lively and relatable. The structure of the chapters makes it a breezy, enjoyable way to pick up new ideas immediately. My personal favorite is weird idea #5--"FIND SOME HAPPY PEOPLE AND GET THEM TO FIGHT." The idea that conflict is essential to innovation and growth may appear counterproductive, but Sutton makes a compelling case for why it could be the difference between success and failure for a company. I highly recommend this book for anyone in any field who wants to inspire breakthrough creativity and real innovation.

Weird Ideas-- essential for innovating

Weird Ideas That Work is a "must read" for anyone interested in developing creativity and innovation in an organization. Bob Sutton presents several successful techniques for "thinking outside the box" that can be applied everywhere from problem-solving to corporate culture. He shows numerous examples of how and where these ideas have been applied as well as potential pitfalls. While many enlightened managers may already embrace some of these counterintuitive ideas, Prof. Sutton presents a complete philosophy for developing and managing the talents of intelligent people in order to be more effective and, in turn, more successful. This book will help you to examine your management practices, build a dynamic and fun environment, and inspire the maximum innovation from your organization.

Great Stories, Doable Wisdom

But Sutton's approaches to innovation are as wise as they are weird -- and eminently doable. Filled with wonderfully compelling stories in contexts as varied as high tech start-ups to large established companies to rock and roll bands, the book will force any reader who cares about fostering creativity to rethink many of their assumptions about how they manage. But he doesn't stop at good stories. Sutton seamlessly weaves in a wide range of management theories to elaborate his accounts of innovation successes and failures. This will undoubtedly become a classic among management texts on innovation. But it should also be read by anyone who wants some wonderful ideas for managing and people who simply want a great read!