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21st Century Polymaths

Be it in a corporate or wider social environment polymaths embody the crucial drivers of innovative behaviour in individuals: innate curiosity, broad and continuous learning, allophilia, respect for knowledge and, to a degree, a leaning towards humanism. The ability to solve tricky and entrenched problems requires first principle thinking based on a shallow but wide knowledge base. This is most effectively achieved through collective problem solving which naturally sparks creativity and fortuitous connections between disparate disciplines and people.

To be innovative we do not need to be Leonardo da Vinci, a born polymath and innovator of his time. Da Vinci exceeded in a mind boggling array of subjects, conceptualising ideas well ahead of his time in many fields of endeavour. However, reward structures in the education system and workplace could benefit from a rethink to ensure that we are better equipped to accommodate and develop modern day polymaths. Polymathic tendencies and experiences can be incorporated into existing structures, such as opportunities to acquire new skills or exposure to a variety of disciplines, in this way connections between disparate ideas can be made in such a way that the economy and society can benefit from the skills and behaviours associated with polymaths and innovators.

It, of course, remains vital to build deep knowledge and specialise but also to nurture innate creativity and a resistance to being 'labelled' according to experience, degree, discipline or job title. The question is how to construct a forum for interaction that enables collective pooling of deep knowledge and skills with undeveloped ideas and new ways of thinking. A structured approach which allows gentle facilitation and mediation of such forum has the potential to generate breakthrough ideas and knowledge, thus removing the reliance on the skills or talents of a select few individuals. Unfortunately, we rely heavily on specialists and place less value on being a generalist, as a result organisations struggle to bridge the gap between employess in specialist functions or even between departments.

Individuals in the software, design, music and arts industries 'pool' together the necessary skills around creative projects to then disband on completion. These sectors are also highly effective and early adopters of new technologies and media. A shift in the mindset of leaders particularly in the business and public sectors to incorporate project-led working would introduce fluidity and novelty to otherwise highly structured sectors. Leaders hoping to encourage polymathic tendencies and hence innovation need to:

• inspire confidence
• set clear objectives
• accommodate serendipity
• trust their instincts
• acknowledge (not eliminate) risk
• query constructively not critically
• embrace technology and change

Given the pace of change, it is imperative that we enjoy the adrenalin of uncertainty and focus positive energy on future possibilities rather than fear the unknown or avoid risk at all costs. Failure or disappointed expectations are simply experiences and opportunities to learn. Afterall, the status quo is dead.

Originally posted as a blog in July 2007.

© Kavita Copas 2007 All rights reserved