Meeting the Innovation Challenge offers a new way to look at creative leadership that integrates both leadership and management. This book also provides the reader key insights into a new and more systematic way to manage transformation. As a result, the reader will be able to discover a full range of potential outcomes from their change efforts from radical new to the world transformation to incremental improvements.
Since people are at the heart of any transformation issue, Meeting the Innovation Challenge includes helpful information on the various roles required to initiate and sustain change efforts. Many change initiatives use teams, so specific tools are outlined to create and manage teamwork for transformation.
Those who lead and manage organizations have too many change methods from which to choose. This book offers practical advice on how to select and manage a variety of change methods, as well as a helpful selected list of many of the methods available from which to choose. An example is drawn and explained from the area of new product or service development.
An often–overlooked element of climate and context is also addressed. Successful innovation, change and transformation require an environment in which people are ready, willing and able to initiate and sustain change. Meeting the Innovation Challenge addresses this area by clarifying the differences between culture and climate, and then offering practical ways to understand and create the climate for transformation.
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About the Authors.
1. Taking a Systemic Approach to Change.
Most change programs aren t worth the effort.
Why do organizations need to guide change?
The example of downsizing.
A survey of high performers.
Our systemic approach.
Part 1: The Outcomes of Transformation.
2. Building the Janusian Organization.
Who is Janus?
What is Janusian thinking?
What is a Janusian organization?
Why do Janusian organizations need to lead for change and transformation?
Spectrum of change
Spectrum of change–management strategies.
3. Creativity and Innovation for Transformation.
New challenges, old responses.
From doing better to doing different .
Searching and scanning.
Creativity in searching and scanning.
Strategic decision–making and problem–solving.
Changing organizational routines.
Creativity in changing organizational routines.
4. Creating Blockbusters.
What are blockbusters?
Characteristics of creative products.
How are blockbusters developed?
Who develops blockbusters?
Do blockbusters require a special environment?
Implications and conclusion.
Part 2: The Part People Play.
5. Leading and Managing for Transformation.
Historical approaches to leadership.
Contemporary approaches to leadership.
Leading versus managing.
A model for creative leadership.
6. Owning up to Change.
7. Teamwork for Transformation: Applying VIEW to Help Make Teams Productive.
Deciding to use a group.
Characteristics that promote teamwork.
Challenges to watch for with teams.
Orientation to change.
Manner of processing.
Ways of deciding.
Part 3: Transformation Methods.
8. Managing Change Methods.
What is a change method?
Why so many change methods?
Changing the way we change.
Different kinds of change.
The need for navigation.
Planning your approach to change.
Contingencies for appraising tasks.
A task appraisal model.
Constraints from the context.
Making the change happen.
Ways of interacting.
9. Alternative Change Methods.
A vocabulary for understanding methods.
An example of the muddle .
The change methods.
10. Applying Creative Problem–Solving to New Product Development.
Meeting the innovation challenge.
Pathways to growth.
Riding two horses.
Creative problem–solving: our current framework.
Key lessons learned.
Part 4: The Context for Transformation.
11. Transforming the Culture and Climate.
What is culture?
What is organizational culture?
What does culture include?
Can leadership change culture?
What is climate?
Culture versus climate.
A model for organizational change.
The transactional factors.
12. The Climate for Innovation and Growth.
The Situational Outlook Questionnaire.
Climate dimensions and sample strategies.
13. Creating the Climate for Transformation.
What do we know about leadership behavior?
Case 1: A symphony orchestra.
Case 2: A medical technology company.
Case 3: An electrical engineering division.
General themes across cases.
Climate creation enables a systemic approach to change.
Conclusions and implications.
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