Creativity at Work

J-B-UMBS Series

Book 28
Sold by John Wiley & Sons
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Although many leaders acknowledge and invest in creativity, we seldom see it hold a credible place in the business development process. Creativity at Work takes a practical approach to creativity, showing how to select practices to produce results and add value. The authors explain how to:
* Understand the creative preferences of organizations, departments, work groups, and individuals
* Identify and compare the different creativity profiles that describe specific purposes, practices, and people
* Produce the desired results by developing the right practices
* Blend creativity practices to meet the complex needs that characterize most work situations
o Develop required creative abilities in a team and in oneself
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About the author

Jeff DeGraff is professor of executive education at the University of Michigan Business School, where he teaches courses on creativity, innovation and change leadership, strategy, and organizational development. A founding partner of the Wholonics Leadership Group, a consulting firm specializing in value creation through innovation and change, he has consulted, taught, and lectured at leading firms around the world.
Katherine A. Lawrence is currently completing a Ph.D. in organizational behavior at the University of Michigan Business School. Her research interests include creativity, improvisation, managerial initiative, and learning, inspired by past work experience in filmmaking and educational technology.
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Additional Information

Publisher
John Wiley & Sons
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Published on
Oct 10, 2002
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Pages
240
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ISBN
9780787966539
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Best For
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Language
English
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Genres
Business & Economics / Decision-Making & Problem Solving
Business & Economics / Management
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Content Protection
This content is DRM protected.
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A research-based approach to achieving long-term profitability in business

What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country's leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that delivered sustained performance across the board. The authors found that across industries, the most successful companies were not the "usual suspects" found in the media, but companies who possessed a quiet agility that allowed them to quickly perceive and respond to changes so that they could continue to grow. Agility gives organizations the ability to adapt to fluctuations in the environment, test possible responses, and implement changes quickly. This book offers specific, research-based case studies to help organizational leaders use agility to achieve sustained profitability and performance while also becoming more adaptable to a changing marketplace.

For executives, leaders, consultants, board members and all those responsible for the long-term health of organizations, this insightful guide outlines:

The components of agility for business organizations How to successfully build agility within an organization How agility has its foundation in good management practices How to use agility to gain a competitive advantage in the marketplace
Are you falling behind your competitors? Are you too slow getting your products to market? Are your overheads too high? These are just some of the challenges that companies face. However, initiating successful change strategies is far from easy. 70% of all change programmes fail. This book shows how you can make sure that when change happens (and it frequently does) your company is ready for it.

Shareholders want to see change take effect immediately, as each day’s delay can cost them money or lose them market share, while staff are often suspicious of change, wondering what’s in it for them. How do you make sure the change you want happens successfully, that it has everyone’s support, and how do you make it stick? The only way to walk this tightrope without falling off is to leave behind the old models and adapt a new practice of change management.

Michael Jarrett draws on established research, case examples and his own wide consulting experience to illustrate that current models of step change are largely doomed to failure and proposes a new framework that aligns both the internal and external dynamics of change. In a refreshingly clear and practical approach, Changeability points to a new route to successful change which uses a balanced approach taking account of the four key levers of change.

First, take the online diagnostic test to benchmark your organisation against others in terms of your ability to change and to assess your relative strengths and weaknesses. Then use the tools, methods and techniques outlined by Jarrett to develop winning change strategies customised for your company. There are four main groups of strategies, depending upon your situation - so choose the one that’s right for you and open the door to accelerated and sustainable change.

In today’s frenetic, uncertain world, the “same old, same old” routines are perfect ways to go nowhere fast. What has worked for you before—professionally or personally—no longer gets results. Whether you’ve been downsized, reached the end of a long relationship, or found yourself questioning where you are in life, it’s clear you need to change. To innovate. Make it new. Make yourself new. Now, in this invaluable book, the world-renowned “Dean of Innovation,” Jeff DeGraff, shares his tried-and-true techniques on how to reinvent yourself—creatively and with maximum impact.

Innovation You reveals DeGraff’s unique four-step program to bolster your ingenuity and remake your life. From forging ahead in a new career to losing weight to finally pursuing that long-held dream, DeGraff’s strategies are effective and easy to follow. Inside you will learn to
 
• Rethink Innovation: Find ways to think outside the box, seek out diverse opinions, and pay attention to the next great trend.
• Rethink Your Approach: Use the Competing Values Framework to identify your natural innovation profile—do you compete, collaborate, create, or control?—and then deliberately draw from the other styles to augment your usual tactics.
• Rethink Your Methods: Put your reinvention plan in motion—set specific, realistic, and meaningful targets, cultivate relationships with relevant mentors and experts, and try alternate methods to achieve your goals.
• Rethink the Journey: Understand that innovation is a process and that progress comes in cycles rather than a quick straight line. Accept uncertainty, question assumptions, and acknowledge areas where you can improve.
 
Full of invigorating ideas, engaging anecdotes, practical wisdom, and inspiring success stories, Innovation You is your personal road map to reach your highest potential—and experience a bold new way of living.
Major New York Times bestseller
Winner of the National Academy of Sciences Best Book Award in 2012
Selected by the New York Times Book Review as one of the ten best books of 2011
A Globe and Mail Best Books of the Year 2011 Title
One of The Economist's 2011 Books of the Year
One of The Wall Street Journal's Best Nonfiction Books of the Year 2011
2013 Presidential Medal of Freedom Recipient
Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds

In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

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