Breaking mental models as a form of creative destruction: The role of leader cognition in radical social innovations

Abstract

Theory building on the unique cognitions involved in the generation and implementation of social innovation has grown in the past few years and general theoretical models of social innovation have been proposed. Drawing from prior research, this paper proposes to extend these models and related propositions by further accounting for different types of social innovation, as well as the different contexts and goals in which they are created in and meant to address. In doing so, it will also investigate some fundamental differences in the cognitions of socially-innovative leaders – such as mental models, knowledge, and cognitive strategies applied – and their impact on the generation and implementation of social innovation. Using a case study approach and drawing from the historic record provided by Guy Debord, leader of the Situationist International, this study will formulate some initial hypotheses about the cognitions he drew from and employed to generate and implement radical, as opposed to incremental, social innovations.