What Protests and Revolutions Reveal About Innovation
The following book review will appear in an issue of the Quality Management Journal later this year:
The End of Protest: A New Playbook for Revolution. 2016. Micah White. Toronto, Ontario, Canada. Alfred A. Knopf Publishing. 317 pages.
You may wonder why I’m reviewing a book written by the creator of the Occupy movement for an audience of academics and practitioners who care about quality and continuous improvement in organizations, many of which are trying to not only sustain themselves but also (in many cases) to make a profit. The answer is simple: by understanding how modern social movements are catalyzed by decentralized (and often autonomous) interactive media, we will be better able to achieve some goals we are very familiar with. These include 1) capturing the rapidly changing “Voice of the Customer” and, in particular, gaining access to its silent or hidden aspects, 2) promoting deep engagement, not just in work but in the human spirit, and 3) gaining insights into how innovation can be catalyzed and sustained in a truly democratic organization.
This book is packed with meticulously researched cases, and deeply reflective analysis. As a result, is not an easy read, but experiencing its modern insights in terms of the historical context it presents is highly rewarding. Organized into three sections, it starts by describing the events leading up to the Occupy movement, the experience of being a part of it, and why the author feels Occupy fell short of its objectives. The second section covers several examples of protests, from ancient history to modern times, and extracts the most important strategic insight from each event. Next, a unified theory of revolution is presented that reconciles the unexpected, the emotional, and the systematic aspects of large-scale change.
The third section speaks directly to innovation. Some of the book’s most powerful messages, the principles of revolution, are presented in Chapter 14. “Understanding the principles behind revolution,” this chapter begins, “allows for unending tactical innovation that shifts the paradigms of activism, creates new forms of protest, and gives the people a sudden power over their rulers.” If we consider that we are often “ruled” by the status quo, then these principles provide insight into how we can break free: short sprints, breaking patterns, emphasizing spirit, presenting constraints, breaking scripts, transposing known tactics to new environmental contexts, and proposing ideas from the edge. The end result is a masterful work that describes how to hear, and mobilize, the collective will.
Dr. Nicole M. Radziwill