Leadership for Innovation: How to Organize Team Creativity and Harvest IdeasKogan Page Publishers, 2007 - 134 lappuses Innovate or stagnate: that is the stark challenge facing all businesses today. Creating an innovative climate is essential for positive organizational change and this throws up a need for leaders who can bring about this change.Adair looks at the links between leadership, creativity and change. This book will help leaders of all types to meet the challenge of innovation, and achieve profitable growth through team creativity.Using case studies of Google, Honda and 3M, Adair covers topics such as the characteristics of innovators, organizing for team creativity, the expectations of creative people, creative leadership, managing the criticism of ideas and overcoming resistance to change.Leadership for Innovation will help leaders of all types to meet the challenge of innovation, and achieve profitable growth through team creativity. |
Saturs
What is Innovation? 567 | 5 |
The Conditions for Successful Innovation | 15 |
Organizing for Team Creativity | 29 |
Innovation | 50 |
Passing on the torch | 59 |
Real Commitment from the | 65 |
How to Motivate the Creative Individual | 71 |
Team Creativity | 85 |
Harvesting Ideas | 99 |
Overcoming Resistance to Change | 111 |
Leadership for Innovation | 127 |
| 133 | |
Citi izdevumi - Skatīt visu
Leadership for Innovation: How to Organize Team Creativity and Harvest Ideas John Adair Ierobežota priekšskatīšana - 2009 |
Leadership for Innovation: How to Organize Team Creativity and Harvest Ideas John Eric Adair Priekšskatījums nav pieejams - 2009 |
Bieži izmantoti vārdi un frāzes
ability accept became become better Brenner build bureaucracy called characteristics chief executive comes commitment continuity corporate course create creative thinking criticism culture decision developed direction effective encourage engine especially essential example existing experience failure follows freedom future give grow happen Honda ideas important improve individual industry innovative organization interest introduce invention Japanese keep Laboratory later lead leaders leadership less look means meet mind mistakes natural necessary never opportunity person planned POINTS positive possible practical present principle problems profitable Quality Quality Circles question response result risk rules sense skills Soichiro strategic structure successful Suggestion team creativity tend things thinkers thinking tion turn University usually whole wrote young