Innovative intelligence : the art and practice of leading sustainable innovation in your organization /
Weiss, David S.(David Solomon),1953-
Legrand, Claude P.
Mississauga, Ont. : J. Wiley & Sons Canada,
c2011.
Includes bibliographical references and index.
Machine generated contents note: pt. ONE CLOSING THE INNOVATION GAP -- ch. One The Innovation Gap -- The Innovation Challenge -- What Is Innovation? -- Innovative Thinking Makes Innovation Happen -- The Evidence Is in -- We Are Underachieving -- Try It Another Way -- Conclusion -- ch. Two Leading Through Complexity -- Why Complex Issues Are So Challenging -- Complicated vs. Complex Issues -- Common Mistakes -- Conclusion -- ch. Three Accessing Innovative Intelligence -- Intelligence: Who Knows? -- Leaders Require Three Intelligences -- Leaders Need to Think About Thinking -- Conclusion -- ch. Four Eclipse of Innovative Intelligence -- Eclipse #1 The School System Made Me Do It -- Eclipse #2 The Analytical Intelligence Paradox -- Eclipse #3 Impact of High Negative Stress -- Conclusion -- pt. TWO INNOVATIVE THINKING -- ch. Five Innovative Thinking: An Overview -- Characteristics of an Effective Innovative Thinking Model -- Key Success Factors for Innovative Thinking -- Conclusion -- ch. Six Step I: Framework -- Understanding Framework -- The Context -- The "How To...?" Question -- The Boundaries -- The Type of Solution -- The Owner or Decision Maker -- The Project Charter -- Leveraging the Three Intelligences in the Framework Step -- The Leaders Roles in Step I: Framework -- Conclusion -- ch. Seven Step 2: Issue Redefinition -- The Five Areas of Focus in Issue Redefinition -- Leveraging the Three Intelligences in the Issue Redefinition Step -- The Leader's Roles in Step 2: Issue Redefinition -- Conclusion -- ch. Eight Step 3: Idea Generation -- Idea Generation Is a Rigorous Process -- Stage 1 Prepare Thoroughly -- Stage 2 Introduce the Process -- Stage 3 Generate Many Ideas through Divergence -- Stage 4 Discover Meaningful Solutions through Convergence -- Working Alone on Idea Generation -- Leveraging the Three Intelligences in the Idea Generation Step -- The Leader's Role in Step 3: Idea Generation -- Conclusion -- ch. Nine Step 4: Implementation Planning -- Stage 1 Confirm the Preferred Idea -- Stage 2 Engage in Risk Analysis and Develop Mitigating Strategies -- Stage 3 Present the Innovative Solution for Approval -- Stage 4 Ensure an Effective Handoff to the Team that Focuses on Change Implementation -- Leveraging the Three Intelligences in the Implementation Planning Step -- The Leader's Role in Step 4: Implementation Planning -- Conclusion -- pt. THREE MAKING INNOVATION HAPPEN -- ch. Ten Making Innovation Happen: An Overview -- Four Essential Organizational Enablers to Make Innovation Happen -- Sustaining Innovation -- Conclusion -- ch. Eleven Leading Innovation -- Leading Self -- Leading Innovation Teams -- Leading Intact Work Units -- Leading Enterprises for Innovation -- Conclusion -- ch. Twelve Culture of Innovation -- What Is Culture? -- How a Culture Can Suppress Innovation -- What Is a Culture of Innovation? -- How an Existing Culture Can Be Transformed to a Culture of Innovation -- How to Develop a Leadership Culture of Innovation -- Conclusion -- ch. Thirteen Organizational Practices for Innovation -- Executive-Level Organizational Practices -- Organizational Practices in Core Functional Areas -- Organizational Practices in Support Functional Areas -- Innovation-Specific Organizational Practices -- Conclusion -- ch. Fourteen The Innovation Plan -- Guiding Principles for an Innovation Plan -- Key Elements of an Effective Innovation Plan -- How to Develop the Innovation Plan and Who Should Lead It -- When Should an Innovation Plan Be Developed? -- Pulling It All Together.
Creative ability in business.
Organizational change.