The document discusses how assumptions can prevent innovative ideas and problem solving. It provides examples of how assumptions were barriers, including the geocentric model of the universe, the definition of an atom as indivisible, and experts dismissing Marconi's idea that radio waves could cross the Atlantic. The document advocates challenging assumptions, as conventional wisdom and expertise can lead to making incorrect predictions based on past experiences.
The document discusses how assumptions can prevent innovative ideas and problem solving. It provides examples of how assumptions were barriers, including the geocentric model of the universe, the definition of an atom as indivisible, and experts dismissing Marconi's idea that radio waves could cross the Atlantic. The document advocates challenging assumptions, as conventional wisdom and expertise can lead to making incorrect predictions based on past experiences.
The document discusses how assumptions can prevent innovative ideas and problem solving. It provides examples of how assumptions were barriers, including the geocentric model of the universe, the definition of an atom as indivisible, and experts dismissing Marconi's idea that radio waves could cross the Atlantic. The document advocates challenging assumptions, as conventional wisdom and expertise can lead to making incorrect predictions based on past experiences.
The document discusses how assumptions can prevent innovative ideas and problem solving. It provides examples of how assumptions were barriers, including the geocentric model of the universe, the definition of an atom as indivisible, and experts dismissing Marconi's idea that radio waves could cross the Atlantic. The document advocates challenging assumptions, as conventional wisdom and expertise can lead to making incorrect predictions based on past experiences.
innovative ideas. The natural thing to do is the thing we have always
done, but as Charles Ames, CEO of Uniroyal Goodyear, says, ‘Blindly following organizational concepts that have worked elsewhere is a sure way to waste talent and get poor results’ (Ames, 1990: 2). Sometimes the way that we frame a problem contains an assump- tion that prevents us from solving it. In the Middle Ages the definition of astronomy was ‘the study of how the heavenly bodies move around the Earth’. The definition implied that the Earth was at the centre of the universe – which was the prevailing view at the time. In about 1510 Nicolaus Copernicus, a Polish astronomer, conceived the idea that the Sun was the centre of the solar system and that all the planets revolved around the Sun, and revolved on their own axes. He did not consent to the publication of his works until after his death because he knew how controversial such views would be. The idea that the Earth was the centre of the universe was so ingrained into conventional wisdom that it was very hard to displace. Similar ideas exist in most businesses – assumptions that underpin most strategies and decisions, and that are so fundamental that they are never challenged. It is what Malcolm Follos calls ‘Cowdung’ (Thornton and Follos, 2002): the conventional wisdom of the dominant group. Another example of how a definition can contain an assumption that restricts development is the atom. The atom was originally defined as the smallest indivisible unit of matter. The implication was that an atom could never be subdivided. This assumption made it difficult for scientists to conceive of splitting the atom. The more experienced and expert individuals are, the more likely they are to assume outcomes. Very often an expert will extrapolate from known facts and experiences to predict a result. In 1901 a young Italian radio pioneer, Guglielmo Marconi, came to England to test his theory that radio waves could be transmitted across the Atlantic Ocean. The experts all scoffed at the idea. It was known that radio waves travelled in straight lines, and that the Earth was a giant sphere, so the experts quite reasonably assumed that a radio signal sent flat would travel on a tangent out into everlasting space. Marconi persisted with his madcap experiment, and set up his transmitter in