传统课堂上提到的创新和领导教学时，已经不适用现在的环境。在此哈佛教授琳达希尔(Linda Hill)告诉你创新的迷思。
迷思1：创新是爱因斯坦灵光一现的时刻。 (Einstein’s ‘Aha!’ moment)
实情是：
Innovation is not about solo genius, it’s about collective genius.
创新指的不是一个孤立的天才，它指的是集体才华。
琳达希尔以皮克斯的例子，解释集体创新在该公司才是王道。
No solo genius, no flash of inspiration produces one of those movies. On the contrary, it takes about 250 people four to five years, to make one of those movies.
单一才华、片刻灵感皆无法完成任何一部动画电影。相反地，大约250人花上四、五年才能完成一部动画电影。
迷思2：创新过程是过程由一系列繁琐的步骤构成每个步骤都被严谨地分组完成。 (The process was a neat series of steps done by discrete groups.)
实情是：
The process was iterative, interrelated and, frankly, messy.
这个流程有多么反覆、相互关联，而且⋯说实话，很混乱。
迷思3：创新一开始就已经成熟。 (Innovations get created full-blown.)
实情是：
Innovations are the result, usually, of trial and error: lots of false starts, missteps and mistakes.
创新本身其实是「结果」，是多次试错之后的结果，往往是很多很多错误的开始、错误的步骤，还有大量的失误。
迷思4：领导应该创造一个愿景。 (Leaders are supposed to create a vision.)
某位领导人的心声却透露了实情：
But if I’m trying to do something that’s truly new, I have no answers. I don’t know what direction we’re going in and I’m not even sure I know how to figure out how to get there.
但是如果领导是真的在尝试新的东西，他想像不出来。我不知道我们的方向，而且我都不知道怎么达到目标。
打破上述创新迷思后，那创新的本质又是什么呢？
本质1：创新的核心是矛盾的。 (At the heart of innovation is a paradox.)
You have to unleash the talents and passions of many people, and you have to harness them into a work that is actually useful.
你既要释放大家的才能和激情，又要控制他们去做有效的事。
本质2：创新是场旅程。 (Innovation is a journey.)
It’s a type of collaborative problem solving, usually among people who have different expertise and different points of view.
创新是一种协作式的解决方案，通常发生在成员各有所长、视角多元的团队中。
本质3：创新需要多样性(Innovation requires diversity.)
Innovation rarely happens unless you have both diversity and conflict.
如果不在团队中保持多样性和冲突，创新就很难发生。
本质4：创新机构的人要会捍卫自己的观点。 (Individuals in innovative organizations learn how to advocate for their view.)
Individuals in innovative organizations learn how to inquire, learn how to actively listen, but they also learn how to advocate for their point of view.
在创新机构里的个人，要学会如何询问，学会如何时刻聆听，但是他们还要学习如何捍卫自己的观点。
本质5：创新机构的人不向老板低头。 (People in innovative organizations don’t let the boss dominate.)
People in the innovative organizations never go along to get along. They don’t compromise. They don’t let one group or one individual dominate, even if it’s the boss, even if it’s the expert.
创新机构的人们既不与人隔绝，也不好好相处，他们就是不妥协。他们不让任何一个人或者团队做主，即使是老板也不行，即使是专家也不行。
本质6：领导力就是创造一个人们想存在的世界。 (Leadership is about creating a world to which people want to belong.)
Leading innovation is about creating the space where people are willing and able to do the hard work of innovative problem solving.
领导创新，等于创造一个空间——让大家愿意，并且能够努力工作，去创新解决问题。
再来，我们来看看创新机构具备的3项能力(capabilities)。
1. creative abrasion 创意摩擦
Creative abrasion is about being able to create a marketplace of ideas. In innovative organizations, they amplify differences, they don’t minimize them.
「创意摩擦」是通过辩论和讨论，创造一个「创意」的交流平台。在创新机构里，他们将差异放大，他们并不将差别减小。
2. creative agility 创造的灵活性
Creative abrasion is not about brainstorming, where people suspend their judgment. They know how to have very heated but constructive arguments to create a portfolio of alternatives.
创意摩擦不是脑力激荡。人们只把想法丢出来。他们知道如何进行激烈而有意义的争论来创造出大量的不同构想。
Creative agility is about being able to test and refine that portfolio of ideas through quick pursuit, reflection and adjustment.
「创造的灵活性」是指，能够通过快速的追索、反应和调整，来检验和提炼那些创想。 「创造的灵活性」是指，能够通过快速的追索、反应和调整，来检验和提炼那些创想。
3. creative resolution 创造性的解决方案
This is about doing decision making in a way that you can actually combine even opposing ideas to reconfigure them in new combinations to produce a solution that is new and useful.
这是关于决策制定。你甚至要把截然相反的创想结合起来，重新塑造它们成为新的组合，从而产生出既新颖又有用的解决方案。
上面这三项能力是皮克斯持续成功的秘诀，而琳达希尔也提到了的工程组和基础设施组的组长(head of the engineering group and the infrastructure group) Bill Coughran如何在之际，带领旗下团队扩充自家数据储存系统的成功经验。想一窥究竟，千万不能错过琳达希尔的演讲！
