From the soccer innovation, it has been known that one of the earliest types of soccer was trailed back to 1004 B.C. in Japan. The game at that time, was where teams of players go kicking a ball in a vicinity of a small field. A Chinese text dating around 50 B.C., indicates that games which were very much similar to soccer were held between teams representing Japan and China.

On the other hand, Romans seemed to play a certain game resembling modern soccer. During the early years in the Olympic Games, up to nine team members from one side of the game were wounded and had to be hospitalized due to their extreme aggressive approach towards the game which lasted for fifty minutes.

As for this innovation in Europe, laws were reinforced, stating those who were caught in a game of soccer would be imprisoned throughout the reigns of King Edward. At that time and date, it was classified as an indecent and vulgar sport. Sheriffs ran about propagating words that the game was nothing but a useless practice.

Laws were no doubt nailed, yet, the soccer innovation does not merely cease here as the law evidently did not succeed in stopping the sport. It received official sanction in the year 1681 in England. Annual contests took place as its popularity grew.

A chronological report from England regarding the development of this sport indicates that Eton College had introduced rules for the game in 1815. Before that, confusions and disorders seemed to go better with the community. Nevertheless, rules and regulations were instilled in the game as time went by. The Cambridge rules which were widely practised by England’s prestigious colleges were made as the standardized rules.

Looking past the history of soccer innovation, it is clear that soccer is one of the most popular sports in the world. It is also the most watched single sport event on earth as an audience of 33 million people witnessed the World Cup. It is undeniable that this sport game is bigger than basketball, football and even baseball all combined.



By: Alina Michael

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As companies and organizations pursue innovation to transform themselves from what they currently are or offer, to what they want to become or provide the marketplace, accountability is the rudder that steers pursuits and prevents a wandering, directionless ship.

Wikipedia defines “Accountability” as part responsibility and answerability, liability and enforcement, blameworthiness and consequences. “Accountability is defined as ‘A is accountable to B when A is obliged to inform B about A’s (past or future) actions and decisions, to justify them, and to suffer punishment in the case of eventual misconduct.”

Whether an independent endeavor or one pursued with the counsel of an Innovation Coach or consultant, accountability within a team is like the principle that guides a group of mountaineers. Each member is tethered to the same length of climbing rope. Each climber lends stability and confidence to the next. But slippage jeopardizes the entire team. One member slips, and while the team is there to catch and recover, the group nonetheless becomes vulnerable.

Accountability is owning up to what’s yours – earning kudos when things go right, and shouldering the blame when things go wrong. For the organization in pursuit of innovation, no component is more critical than the trust borne of accountability. It’s team members holding to deadlines, having your back, or adhering to schedules so the team can advance as a whole.

How should your organization infuse the concept of responsible accountability throughout the enterprise? The following methods can be highly effective at inculcating a culture of Innovation Accountability in an organization…

-          Give Them Enough Rope To… Allow team members decide “how” projects or tasks will get done. Should they get off track, guide them back.

-          It’s Expected: From the start, tell team members what their responsibilities are.

-          We Know that You Know the Answers: Don’t create organizational co-dependency. Step back. Let your people come up with the solutions.

-          Tread Lightly on the Gas Pedal: Once the initial role of providing direction and support is over, build your team’s confidence by backing out of the situation.

-          Skinner Was Right: Positive reinforcement works. When your team, or a team member, does well, lavish praise.

For more tips, visit Robert’s Rules of Innovation’s Accountability page  and click on “Tips“.

In a corporate environment, each team member must feel a responsibility to deliver, to be held accountable, to make good on expectations. This level of accountability is about culture. It’s about buy in. It’s about people knowing their roles, and the limitless possibilities – and positive personal rewards – of jobs performed in an organization guided by the rudder of accountability.

Robert Brands is Author of “Robert’s Rules of Innovation” by Wiley Spring, 2010

www.robertsrulesofinnovation.com

By: Robert F. Brands

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