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A Word on Change

Disruptive Innovation is a good thing because it usually brings context-creating change to the organisation. Context-creating change is associated with thinking and building, and these are central routes to vitality. Striving for innovation and delivering value to the customer are therefore capacities of a genuinely vital organisation.


Daniel Kahneman describes in his book “Thinking fast and slow” two essential states that influence the place where we are thinking and acting from: In the state of the so called “Cognitive stain”, we try to avoid pain and threats, and therefore we are able to work with great focus and make fewer mistakes. But in this mode we can mostly only use what we already know, and reproduce problem-solving actions that we are already used to.

If we want to access ultimate creativity, we need us and our people to be in the state of “Cognitive ease” and think in a mode where we actually enjoy what we do and our brain is capable of enormous creativity.  “Cognitive ease” is associated with good feeling

A good and inspiring “groove” in the organisation helps and this positive feeling will make people be more receptive to their intuitive thinking.

Vital Leadership strives to provide the maximum potential by avoiding the trap and the temptation to put the people into a ‘strain’ mode that would leverage their focus, but at the same time would not allow for real innovation and co-creation. Most of the big change programmes only work with a case for change that is based on arguments like ‘survival’, ‘dissatisfaction’ and ‘cost reduction’, and these programmes do not really take account of the impact that this might have on the capacity to innovate and the performance of the organisation. 


One should never underestimate the value of a good organisation culture. 


Modern leadership should strive to establish a constant learning process in the organisation to avoid context-adapting changes. We could view major context-adapting change in most cases as a failure to learn, which means a failure to adapt. With a vital attitude and vitalising moves we can make the organisation not only more capable of innovation, but also a better place.

We are not saying that major change programmes can be avoided at all times. Sometimes changes in the context require these programmes. We are saying that we should stop this “every year a new change programme” pattern, and that we should start exercising a better way of leading our people, our organisations and society.