Innovating is difficult. Innovating in a controlled environment is more difficult. Dissatisfaction is perhaps the first requisite to develop innovation as a culture. The second is to consider innovation not as a management buzzword, but defined ideation process with important organizational characteristics that helps increase the number of choices for innovation management. Maintaining a culture of innovation in an ongoing and sustainable way requires…. via Five Organizational Characteristics for Cultivating a Culture of Innovation ~ Future of CIO.
Teresa Amabile compares much of work life to running on a treadmill. People constantly try to keep up with the demands of meetings, email, interruptions, deadlines, and the never-ending need to be more productive and creative. Yet on many days they seem to make no progress at all, especially in creative endeavours. “Many companies are running much too lean right now in terms of the number of employees,” said Amabile, the Edsel Bryant Ford Professor of Business Administration and a director of research at Harvard Business School. So the treadmill speeds up, compelling time-strapped employees to do ever more with
Do any of these sound familiar to you? “Our business is more complicated than other businesses.” “Our products are regulated…must be in compliance…are more sophisticated…and so what you don’t understand is…” “That’s not how things are done around here. We can’t make money that way.” “Our technology won’t let us do that.” “That’s not what our customers want” The so called experts in your organisation are likely to be the source of such comments. They are also likely to keep repeating these statements, not because they are true but because their minds are closed to other possibilities. Your experts are
It is widely thought that intrinsic motivation has the greatest effect on creativity and that extrinsic motivation has a detrimental effect. One wonders, is this really true? In the workplace we find that employees fully apply their skills and expertise and devote more time and energy when they are challenged or curious. This intrinsic motivation thus has a direct effect on the creative outcomes that we are looking for. So in order to get more and better ‘creative outcomes’ we should reward teh behaviour that helps create them. Right? Many organisations do attempt to use rewards such as money or
The Cynefin Framework is a useful model for describing complex systems and is particularly helpful when grappling with the complexity and ambiguity that often surrounds innovation. To do it justice requires many thousands of words but I have tried to provide a flavour so that readers can investigate further for themselves. First of all it is a sense-making not a categorisation model i.e. our data already exists and our model is applied to make sense of the patterns that occur within it. The model describes 3 types of systems – ordered (subdivided into simple and complicated), complex and chaotic. For
Read my exclusive interview with Peter Cook for the Innovation Excellence website http://www.innovationexcellence.com/blog/2012/06/16/something-in-the-air-%E2%80%93-holistic-innovation-and-creativity/ by clicking on the link. Peter asks questions such as ‘what innovation demons do you want to purge?’ and ‘what is the future of creative thinking?’. Peter’s love of rock n roll also mean that there is a musical reference. In this case you can listen to Something In The Air by ThunderClap Newman.
What normally happens when people come up with bright ideas at work? A manager will typically calculate the cost of implementing it. This cost will then be balanced against the value potential of the idea – usually additional income from increased sales or reduced operational costs. The more creative an idea is, the harder it can be to determine the value in monetary terms. Many potentially very exciting ideas are not implemented simply because a manager has decided that to do so would be too costly. While such managers are excellent at working out the cost of implementing an idea,