Readers learn about the new role of managers as political handlers who help develop and support new ideas and sell them to senior management, and much more.
Creating the Innovation Culture. Leveraging Visionaries, Dissenters and Other Useful Troublemakers
Leaders the world over would have no trouble agreeing that innovation is the single most important criterion for business success in the future. Organizations need to innovate to survive, and they know it. So why do most companies have such a dismal track record of trying to harness creativity? While innovation is desperately needed to survive in the new economy.
It doesn't necessarily fit well into traditional organizational cultures.
Much as organizations often say they want and need innovation, they often reject it when it comes. In fact, some unintentionally kill it. They hire creative people and then prevent them from using their skills. Encouraging true innovation is hard because, by definition, innovation is about different ideas that challenge traditional assumptions and ways of doing business.
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And, too often, being different is perceived as dissent, which leads to conflict. Dissenters of any kind are generally unwelcome.
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But they also bring new ideas from the very fringes of the organization, and shake up the tried and true ways of doing business, sending ripples throughout the firm. They are the "wild ducks" in the organization, because they won't fly in formation. While this can be an exciting source of innovation, it can also cause many problems for managers who have to manage other people and processes. But dissenters are also an organization's greatest resource in the information economy. Creating the Innovation Culture gives managers at all levels practical strategies and hands-on advice for encouraging and managing innovation and dissent, while avoiding too much conflict, which can paralyze the organization.
How to Build a Culture of Originality
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Creating the Innovation Culture
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