those who question and dispute introduced innovations

…and how to respond

NOTE

For maximum benefit, this article should be read in conjunction with the LinkedIn article titled: the Buckminster Fuller method for bringing about Change - introduce a new model that makes the existing model obsolete ( the Buckminster Fuller method for bringing about Change | LinkedIn ).

those who transform and introduce innovations and the “avant-garde”

…should expect to be challenged - because “it goes with the territory”

Contemporary Health Tourism, for the most part, is about innovation and transformation - and the concept and practice of “avant-garde”.

avant-garde

In the context of Health Tourism, “avant-garde” refers to people or concepts and practices characterized by innovation and initial unacceptability.

The “avant-garde” is initially resisted by change-averse incumbents, who fear it will rock their boat, because they value their “comfort zone” more than the “Optimal Performance Zone".        

Consequently, and as expected, initially, the introduced Innovations (permissionless, combinational and open) will be questioned - and even, disputed.

This is something one needs to accept, because “it goes with the territory”.

The “questioning and disputing” – and “unacceptability” - usually comes from:

• those who feel left out
• those who feel threatened or want to protect ill-conceived vested interests
• Change-Resisting Incumbents – who fear it will rock their boat, because they value their Path Dependence and “comfort zone” more than the “Optimal Performance Zone”
• Newly-inducted industry players (who want to stand out and quickly make their mark)
• those with incomplete understanding
• ill-wishers and malevolents
• those who regard you as a professional rival or “the competition” (i.e., the enemy)
• those afflicted with Brain Blindness
• and lest we forget, those who have not done any transforming, innovating or changing

BTW. it was Kurt Lewin (Change Management and Group Dynamics thinker) who said that “if you want truly to understand something, try to change it”.

how to Respond

...because the pen is mightier than the sword

When confronted by dissent regarding an introduced innovation, one should listen to and carefully consider each “informed opinion” as patiently as “humanly possible”.

The intention should always be to respond with measured and well-considered counter-arguments – although, on occasion – out of exasperation – responses may come across as defensively aggressive.

Barring ill-will and malevolence, the questioning and disputing are often the result of incomplete understanding – or misunderstanding.

Consequently, aim to provide the “understanding” by referring the questioning and disputing parties to a relevant piece of “written word” (in the belief that the pen is mightier than the sword).

"The pen is mightier than the sword" is an adage, coined by English author Edward Bulwer-Lytton in 1839, indicating that communication (particularly written language), is a more effective tool than direct violence.

allaying Fears

...and accommodating well-informed beliefs and well-meaning vested interests

No doubt, several fear that an introduced innovation undermines their beliefs of what really constitutes “Health Tourism” – or that it threatens their vested interests.

To allay the fears of both groups, it needs to be pointed out that each innovation is designed in a way which can easily accommodate “well-informed beliefs” and “well-meaning vested interests”.

In simpler and clearer terms, practically any and every (rational) variation on the theme of Health Tourism (or what one claims to be part of Health Tourism) can be accommodated by the innovation.

Stakeholder Ownership of Innovations

…regardless of who conceived and introduced them

In Health Tourism (as in the case of most economic sectors) it is, often, not enough to demonstrate and prove the benefits associated with the adoption and implementation of concepts and practices (innovations) introduced by others.

The best way to get stakeholders to "buy in" is to demonstrate that it is they who own the innovation - regardless of who conceived and introduced it.

The only precondition is that these concepts and innovations be adopted and implemented as intended by the "originator".

if you are respected – and not liked – you have done your job

...with due attribution to Marco Tronchetti Provera (CEO, Pirelli)

In the realm of Permissionless Innovation, as in any field of endeavor, “if you are respected – and not liked – you have done your job”.

This aphorism is attributed to Pirelli CEO, Marco Tronchetti Provera.