The HBR is publishing excerpts from Gary Hamels latest book. It’s an interesting read, especially when he starts discussing management innovation.

Not all types of innovation are created equal. When focused on big, chunky problems, management innovation possesses a unique capacity to create difficult-to-duplicate advantages. Why? Become some heresies are more heretical than others. You, for example, would probably find it easier to adjust your fashion preferences than to transpose your religious beliefs. Similarly, most executives find it easier to acknowledge the merits of a disruptive business model than to abandon the core tenets of their bedrock management beliefs.

This discussion leads naturally to how you break paradigms. In my experience across a number of sectors this is extremely hard to do. As Gary points out, it’s akin to challenging religious beliefs. However once you do change a management system, the results can be very powerful – a conversation with Ricardo Semler would be proof of that.

You can’t tell people to change a paradigm, especially when they are not even aware that they are stuck on one. If you take the view that most people in senior management are intelligent and capable of learning, then you have to lead them on a path of discovery. First hand exposure to new business models, discussions with people outside their sector and experiential learning are all methods that I’ve found very effective. It’s possible to kick start the thinking in a three day event (just don’t call it an ‘off-site’), and then support it over a longer period. Once you see the changes starting, it’s extremely rewarding (on many fronts).