If you work in an organization that wants a culture of innovation -- you have two basic choices: outside/in or inside/out. Outside/in is the most common approach. It assumes that re-engineering systems or processes is the way to go. You know, do a little Six Sigma, buy idea management software and you're off to the races. Not that there's anything wrong with that, but it's often just a slick way of repositioning the deck chairs on your own version of the Titanic. It looks good. It sounds good. You feel like you're doing something, but the ship is still sinking. The other approach -- inside/out -- is far less common. Understandably so. And why it's less common is because it's slower, more chaotic and, to a lot of left-brained people, borders on voo doo.The inside/out approach doesn't so much aim for "organizational change" as it does individual change (working on the premise that an organization is nothing more than a collection of individuals). In the inside/out approach, each person commits to -- as Mahatma Ghandi put it -- to "being the change you want to see in the world." Ah, personal responsibility! Personal accountability! You! Me! And every single person you work with. It's not about re-engineering. It's not about new initiatives. It's not about process, compensation, continuous improvement, flex time or whatever. It's about mindset -- the characteristic mental attitude that determines how you will interpret and respond to new situations. The fact is: every single person in your company already knows what to do in order to have a culture of innovation. They do. They really do. It's common sense. Consultants like to make it mysterious, of course, but it's actually very simple. Does your company's longstanding history of crapola get in the way of each individual operating at their highest potential? Of course it does. Will refining systems and processes help? Of course it will. But the real deal is NOT a "program". The real deal is each and every person br