Vijay Ramachandran is the Editor-in-Chief of IDG Media.He suggests that the way out is to hire people you dislike, who make you uncomfortable, who\u2019re rude, defy authority, and undermine the prevailing culture.\u00a0\u201cA wild and foolish piece of imagination, rewrite so it is just about breeding pigeons.\u201d \u2014Advice to the publisher of Charles Darwin\u2019s Origin of the Species CIOs tell me that their biggest problem isn\u2019t business-IT alignment or managing change. It\u2019s people\u2014the recruiting, rousing, retaining bit.So, who are the kind of people you hire? Let me guess, you like fast learners; people you can vibe with; those who will blend in with the rest of the team and get along with colleagues; who are in sync with the organization\u2019s culture; people whom you can trust. These people will conform to the norm, but in doing so will they dare to think and act differently?Prof. Robert Sutton of Stanford University puts forward an interesting thought on how to foster innovation in your team.\u00a0 In his book, Weird Ideas That Work, the good professor observes that practices that support innovative work are nearly the exact opposite of what most managers believe is good management.He suggests that the way out is to hire people you dislike, who make you uncomfortable, who\u2019re rude, defy authority, and undermine the prevailing culture.He states unequivocally that more innovation occurs when more people don\u2019t know the \u2018organizational code\u2019. And why is that? Because he feels that when people don\u2019t know the code, they draw on past individual experience or invent new methods. Thus, hiring more people who are slow to learn the \u2018code\u2019 will increase the range of ideas.If that wasn\u2019t disruptive enough, Prof. Sutton believes that employees generate more ideas when team leaders devote less attention to them and allow them to act without getting permission first.He, in fact, recommends a reward for creative insubordination. For instance, in the Sixties, many HP managers, including David Packard, told Charles House to stop working on the oscilloscope project. He didn\u2019t. The product became such a big success that House was awarded a medal by Packard for \u2018extraordinary contempt and defiance beyond the normal call of engineering\u2019.\u00a0Do you think such a strategy will work for you?