It turns out that the hard work of innovation or the creation of revolution involves imagining what others consider unimaginable and speaking up with the unspeakable.

Sometimes we work to avoid the things that scare us.

We can’t imagine something better if we’re not able to speak of it.

Businesses and individuals operating in uncertain environments and looking to do new things (“innovation”) need operating principles that enable and empower new outcomes.

In the face of uncertainty, our first instinct is often to reject novelty, looking for reasons why unfamiliar concepts might fail. When managers vet novel ideas, they're in an evaluative mindset. To protect themselves against the risks of a bad bet, they compare the new notion on the table to templates of ideas that have succeeded in the past.

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