Innovation and its Impacts
Mehak Suri
PUBLISHED:
February 25, 2025
Drucker’s claim that “reliance on the expert to predict the outcomes of technology is born out of hubris” (Drucker, 1969, p. 524) still holds and will likely continue to be the same. Each development is caused by and leads to several factors, “each independent in its origins,” with the “outgrowth of a separate discipline with its own experts” (Drucker, 1969, p. 524). Aristotle’s syllogisms (a kind of logical argument) are the reason ChatGPT exists today. The statement above sounds bizarre, but Boolean logic was invented in the 1800s to mathematically represent syllogisms. Claude Shannon, in 1937, demonstrated the use of Boolean algebra in designing electrical circuits, which paved the way for GPUs, programming, digital computers, and AI systems like ChatGPT. Claude Shannon could not have predicted that his design of electrical circuits would someday contribute to the fragmentation of human interaction (social media), digital overload and decision fatigue (social media), erosion of creativity through AI-assisted writing, and increased energy consumption and pollution (large AI models lead to high electricity usage and carbon emissions from data centers). This indicates that “the impacts of technology are often quite indirect and by-products rather than main products” (Drucker, 1969, p. 524). Sometimes, even the most direct use cases of modern technology have unintended adverse consequences, leading to “the cost being more than the worth” (Drucker, 1969, p. 523).
The Computerized Provider Order Entry (CPOE) systems in healthcare were designed to reduce medical errors and improve the quality of patient care. However, studies have shown unintended net adverse effects due to clinicians’ overreliance on this technology and diminished critical thinking. CPOE systems with inbuilt clinical decision support (CDS) help clinicians by providing “notifications of drug-drug interactions, warnings about allergies, recommendations for clinical guideline compliance, and more” (Campbell et al., 2007, p. 96). For example, anticoagulants and aspirin are usually not prescribed together. However, this combination is often used for heart protection benefits in coronary care. In this context, using these two drugs together would be helpful, but the CPOE system would trigger an alert warning the clinician. If the clinician relies exclusively on CPOE, they may remove one of the two drugs from the therapy, increasing the potential risk to the patient (Campbell et al., 2007).
Going back to the previous example, even if Claude Shannon could foresee all the negative impacts of technological advancements stemming from his invention, he would not have stopped his development, as there were foreseeable immediate and long-term net-positive outcomes, too. As Drucker puts it, in this new age of technology, we need new decision-makers and decision-making processes built on understanding the history and dynamics of technology instead of focusing on predicting the outcomes of technology or determining what is right or wrong (Drucker, 1969).
References
Drucker, P. F. (1969). Comment: Is Technology Predictable? Technology and Culture, 10(4), 522-527. https://doi.org/10.2307/3101571
Campbell, E. M., Sittig, D. F., Guappone, K. P., Dykstra, R. H., & Ash, J. S. (2007). Overdependence on technology: an unintended adverse consequence of computerized provider order entry. AMIA Annual Symposium Proceedings, 2007, 94-98.
Motivation and performance in the workplace have been the subject of extensive research, yet a comprehensive understanding of their complexities remains elusive. While many organizations recognize the importance of motivation in driving employee performance, a significant number still approach motivation through simplistic, linear models that fail to capture its depth. Traditional methods, such as annual performance reviews with occasional praise or monetary bonuses, may have some impact, but they are often insufficient in fostering long-term employee engagement and sustained productivity. The relationship between motivation and performance is intricate, requiring a more nuanced and strategic approach from organizations. Motivation plays a crucial role in organizational sustainability. When employees are motivated, they exhibit higher levels of productivity, creativity, and commitment, all of which contribute to an organization’s long-term success (Ryan & Deci, 2000) and sustainability. However, many organizations continue to rely on outdated methods that focus primarily on the provision of extrinsic rewards. While financial incentives, such as salary increases and bonuses, can have a positive impact, research indicates that their effect on motivation is often temporary (Deci, Koestner, & Ryan, 1999). Once the external reward is removed, motivation levels tend to return to their previous state, highlighting the limitations of this approach. In contrast, organizations, and more specifically managers who have invested in fostering an environment that develops genuine engagement and trust, thus increasing motivation within their teams, have recognized the importance of intrinsic rewards. Intrinsic motivation, which arises from within the individual, is driven by factors such as personal growth, job satisfaction, and a sense of purpose (Pink, 2009). Employees who find meaning in their work and feel a sense of autonomy are often more engaged and perform better than those who are solely motivated by external incentives. This aligns with Self-Determination Theory, which emphasizes the role of autonomy, competence, and relatedness in fostering motivation (Deci & Ryan, 1985). Moreover, this also is consistent with the philosophy of Management as a Liberal Art which highlights the importance of independent decision-making. Despite the emphasis on extrinsic rewards, research suggests that human beings are only driven by them to a certain extent. Herzberg’s Two-Factor Theory (1959) highlights this by distinguishing between hygiene factors (such as salary and job security) and motivators (such as achievement and recognition). While hygiene factors can prevent dissatisfaction, they do not necessarily lead to increased motivation. Instead, true motivation stems from intrinsic factors that align with an individual's values, aspirations, and personal goals. Not every employee seeks to climb the corporate ladder; some may find fulfillment in mastering a specific skill, contributing to a meaningful project, or maintaining a healthy work-life balance. As a result, managers must move beyond a one-size-fits-all approach and develop a deeper understanding of the psychology behind motivation. Recognizing individual differences and tailoring motivation strategies to align with employees’ unique needs can lead to greater job satisfaction and improved performance (Gagné & Deci, 2005). This means fostering a work environment that promotes autonomy, provides opportunities for growth, and acknowledges employees’ contributions in meaningful ways. Organizations should also consider the long-term implications of their motivation strategies. Rather than merely offering short-term incentives, they should invest in creating a workplace culture that values intrinsic motivation. This can be achieved through leadership development programs, mentorship opportunities, and fostering a sense of community within the organization. When employees feel valued and supported (and listened to), their motivation is more likely to be sustained, ultimately benefiting both the individual and the organization as a whole. One effective strategy is providing employees with opportunities for continuous learning and professional development. Organizations can offer training programs, workshops, and tuition reimbursement to help employees acquire new skills and expand their expertise. When employees see that their company is invested in their growth, they are more likely to remain engaged and committed to their work. Furthermore, providing employees with challenging yet attainable goals can foster a sense of accomplishment and reinforce their intrinsic motivation. Additionally, fostering a culture of recognition and meaningful feedback is essential. While monetary rewards can provide temporary satisfaction, genuine appreciation and acknowledgment of employees' contributions create a lasting impact. Managers can implement regular check-ins, peer recognition programs, and public acknowledgments of achievements to make employees feel valued. When employees receive positive reinforcement for their efforts, they are more likely to stay motivated and take pride in their work. While financial incentives and extrinsic rewards have their place in workplace motivation, they are not a panacea for enhancing performance. Motivation is a complex and deeply personal phenomenon that requires organizations to adopt a more holistic approach. By understanding the interplay between intrinsic and extrinsic motivation and recognizing the unique aspirations of employees, organizations can create an environment that fosters sustained motivation and long-term success. Investing in the psychological and professional well-being of employees is not just a moral imperative but a strategic necessity for organizational sustainability. References Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668. Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media. Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
In 1995 Daniel Goleman published a groundbreaking book which introduced the leadership/management discipline to emotional intelligence.The book is Emotional Intelligence: Why it can matter more that IQ (Bantam 1995). Over the last 30 years more than 20 book and hundreds of papers have been published on emotional intelligence (abbreviated as EQ) extolling its effectiveness as a leadership concept. Many of the books were authored by Goleman with his co-writers Richard Boyatzis and Annie McKee. Given the current political climate in the United States and the world, the concept of EQ may be even more relevant today than it was 30 years ago. EQ shows an incontrovertible link between a leader’s emotional maturity and their performance as a leader. In the words of Daniel Goleman, “The research on EQ shows that the ‘good guys’—emotionally intelligent men and women—finish first” (Goleman, et al. p.169. 2001). Just as Peter Drucker’s insistence on self-knowledge and the knowing of one’s strengths and weaknesses is the starting point in his essay, Managing Oneself (1999), EQ starts with knowing yourself, including your weaknesses and strengths, and especially your emotions. Drucker also talked about values and manners. Manners is all about people working in close contact with each other and therefore naturally causing friction. He said that workers must be able to cooperate and treat each other with courtesy and respect. In order to do this, they must look inward to make sure they use words like thank-you and please and they know their co-workers’ names and even the names of their family members. He didn’t specifically use the word emotions but was writing about a basic form of emotional intelligence. Goleman, et al. (2001) lists the four components of emotional intelligence in action: 1. Self-awareness: The ability to read your own emotions. Knowing how your moods are affecting others. 2. Self-management: The ability to control your emotions. Don’t let bad moods seize the day; leave them outside the office. 3. Social awareness: The ability to sense other people’s emotions and show that they care. Understand how your words and actions affect other people and be able to change them when their impact is negative. 4. Relationship-management: The ability to build strong personal bonds and use these skills to spread their enthusiasm and solve disagreements, often with humor and kindness. It should be noted that Diamantidou et al. (2024) found a strong link between emotional intelligence and transformational leadership that translates to a positive organizational culture and thus increased organizational effectiveness. In late 2024, Pixar released an animated movie, Inside Out 2. It is a sequel to the movie Inside Out. It is already the highest grossing animated movie in history. The movie is based on emotional intelligence. Daniel Goleman praised the movie and said, it is clever and moves the field of social-emotional learning forward. The leadership literature cites many examples of the value of using films to teach leadership. Wiliams (2006) posits that because films are memorable and a catalyst for thought and discussion, there is always rich dialogue generated, and a better understanding of the concept being taught after watching the movie. The characters in the movie are Riley (the human) and Joy, Sadness, Anger, Fear, Disgust, and Anxiety (the emotions). Chatbot (2024) explains that watching the movie can help leaders by dramatically showing how emotions influence both personal and social interactions. The movie also depicts such emotional intelligence concepts as self-awareness, self-management, building empathy, the power of vulnerability, leading by example, and the benefits of transparency. REFERENCES: Chatbot, H. How Inside Out 2 Can Improve Your Leadership Skills. Entrepreneurial Leadership. July 30, 2024. Diamantidou, V., Kaitelidou, D., Kalakairinou-Anagnostopoulou, A., and Galanis, P. Organizational Culture, Transformational Leadership and Emotional Intelligence. Journal of International Caring Services Vol. 17 (2). May/August 2024. 1190-1196. Drucker, P. Managing Oneself. (1999) In HBR book, On Managing Yourself. pp. 13-32. Goleman, D., Boyatzis, R., and McKee, A. (2001). Primal Leadership: The Hidden Driver of Great Performance. In HBR book, On Managing Yourself. pp. 169-188. Wiliams, J. Pirates and Power: What Captain Jack Sparrow, His Friends, and His Foes Can Teach Us About Power Bases. Journal of Leadership Education Vol. 5 (2). Fall 2006.
Peter Drucker escribió extensamente sobre las funciones y responsabilidades de los gerentes y sobre los principios que podrían ayudar a mejorar el desempeño organizacional. En sus obras, Drucker infiere que los individuos que conforman la organización deben cultivar el autoconocimiento, la autoconciencia y desarrollar sus habilidades a través de la aplicación. Aprendemos por primera vez sobre el concepto de la gestión como arte liberal en el libro de Drucker, "The New Realities". En este texto, Drucker se refiere a la gestión como arte liberal: "La gestión es, por lo tanto, lo que la tradición solía llamar un arte liberal - 'liberal' porque trata con los fundamentos del conocimiento, el autoconocimiento, la sabiduría y el liderazgo; 'arte' porque trata con la práctica y la aplicación. Los gerentes recurren a todos los conocimientos e ideas de las humanidades y las ciencias sociales - en la psicología y la filosofía, en la economía y la historia, en las ciencias físicas y la ética. Pero deben enfocar este conocimiento en la efectividad y los resultados." (Drucker, 1989) Drucker argumentó que debemos reconocer que la naturaleza humana es imperfecta, pero que, a través de la observación y la contemplación, y mucha, mucha práctica, la toma de decisiones puede mejorarse. Con el tiempo, a medida que las personas practican la gestión de manera ética y responsable, la comunidad en general se beneficia de las decisiones tomadas en organizaciones responsables y socialmente conscientes. La gestión como arte liberal es un concepto que caracteriza una filosofía, una que se basa en los elementos del conocimiento, el autoconocimiento, la sabiduría y el liderazgo. Esta filosofía implica que cualquier individuo tiene el potencial de crecer y desarrollarse, y convertirse en un gerente efectivo, siempre y cuando este individuo se tome el tiempo para reflexionar, desarrollar habilidades y conocimientos, y adquirir continuamente experiencias que enriquecerán su perspectiva sobre cómo liderar eficazmente a otras personas. Sin embargo, Drucker reconoció que el interés propio interrumpe y, en los peores casos, impide y restringe los esfuerzos de los demás. Como tal, el gerente debe desarrollar la capacidad de observar lo que está ocurriendo dentro y fuera de la organización. Al mismo tiempo, la persona debe desarrollar la autoconciencia y la capacidad de reflexionar sobre su propio comportamiento y las decisiones que toma. Esto incluye analizar cómo las decisiones pueden influir en las acciones y el comportamiento de los demás. Es a través de la autorreflexión y la conciencia que podemos notar lo que ha funcionado, lo que no y lo que podríamos hacer de manera diferente la próxima vez que surja otra situación. Un gerente puede desarrollar inteligencia emocional, utilizando el concepto de Daniel Goleman. Y en el contexto de la gestión como arte liberal, esto es lo que llamaríamos autoconocimiento. Un gerente puede volverse más efectivo y llegar a apoyar el crecimiento y desarrollo de los demás, siempre que aprenda a valorar a las personas por quienes son, y les permita espacio para ser ellos mismos. Pero para hacer esto, el gerente debe aprender a escuchar a los demás, respetarlos y reconocer sus preocupaciones y necesidades. También es importante aprovechar las ideas y sugerencias de las personas para ayudar a encontrar soluciones. Esta es un axioma importante dentro de la gestión como arte liberal. Otro elemento clave de la gestión como arte liberal es la noción de que el individuo debe construir conocimiento. Como tal, la persona debe buscar activamente información, datos, hechos e historias que puedan ayudar a aumentar el conocimiento. Además, podemos mejorar nuestras habilidades gerenciales y decisiones aplicando una perspectiva transdisciplinaria para resolver problemas. La perspectiva transdisciplinaria proporciona al individuo una visión integrada y más holística que combina diferentes puntos de vista de las artes, las humanidades y la ciencia. Drucker postuló que podemos aprender leyendo historia, filosofía y economía, y que la reconciliación de ideas de múltiples disciplinas puede ser beneficiosa para determinar el mejor curso de acción. Drucker sugirió que la consideración cuidadosa de diferentes alternativas y efectos posteriores, contingencias y resultados potenciales, mejoraría las decisiones y permitiría que el individuo se convierta en un tomador de decisiones más efectivo. Según la gestión como arte liberal, es importante que consideremos cómo nuestras acciones influirán en los demás y que asumamos la responsabilidad de nuestras acciones. La gestión como arte liberal postula que las personas se definen a sí mismas (y sirven a la sociedad) a través de la acción responsable. Esto significa que los gerentes efectivos actuarán de manera responsable y con ética, y utilizarán su estatus y poder para promover el bienestar de la organización y su gente. Esto infiere que el individuo actuará con el mejor interés de la organización (y sus partes interesadas) en mente. Actuar con buen juicio, tener lucidez y una mejor comprensión de las situaciones y contextos es lo que llamaríamos ejercer la sabiduría. Para involucrar a las personas y construir mejores organizaciones, y en última instancia contribuir a lo que Drucker llamó una "sociedad funcional", es vital que tratemos a todas las personas dentro de la organización con respeto y dignidad. Y que ayudemos a las personas a crecer y desarrollarse y a encontrar significado en lo que hacen. Así es como se construyen las grandes organizaciones. Esto es lo que llamaríamos liderazgo. Y los líderes dentro de la organización deben ser conscientes de que el mundo evoluciona y que algunas cosas deben cambiar, mientras que otras deben mantenerse. Esto significa equilibrar el cambio y la continuidad y reconocer qué proceso o actividad necesita ser renovado, y cuál otra práctica necesita ser preservada. La gestión como arte liberal está arraigada en la práctica y la aplicación, en la autorreflexión, en tratar a las personas con dignidad y respeto, y en usar un lente transdisciplinario para ayudar a mejorar las decisiones. Se necesita tiempo para lograr resultados y construir grandes organizaciones. Pero se puede lograr. Y las organizaciones cuyos gerentes pueden practicar y aplicar, y reflexionar y aprender continuamente de sus acciones, tienen más probabilidades de ayudar a construir una mejor comunidad y una sociedad funcional y próspera. Referencias Drucker, Peter F. (2003) A Functioning Society (Routledge, London and New York) Drucker, Peter F. (1989) The New Realities: in Government and Politics, in Economics and Business, in Society and World View (New York: Harper & Row) Goleman, Daniel. (2007) Emotional Intelligence. 10th ed., Bantam Books.
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