Innovation and Change in OrganizationsThis book offers a concise, practical guide for managers on the most important areas of creativity, innovation and the impact of organizational change. |
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Page 8
... chapter serves to put the more applied work covered in Chapter 2 into a broader theoretical context . It also lays foundations for subsequent chapters , as much of the work on innovation at the group and organizational levels draws on ...
... chapter serves to put the more applied work covered in Chapter 2 into a broader theoretical context . It also lays foundations for subsequent chapters , as much of the work on innovation at the group and organizational levels draws on ...
Page 9
... Chapter 7 to consider specifically the sometimes controversial topic of organization development ( OD ) . OD can best be described as a series of planned intervention techniques designed to improve organizational functioning and ...
... Chapter 7 to consider specifically the sometimes controversial topic of organization development ( OD ) . OD can best be described as a series of planned intervention techniques designed to improve organizational functioning and ...
Page 66
... Chapter 3 we have shown that creativity is as much a social as an individual phenomenon . In the present chapter we will examine the ways in which the psychological processes operating within and between groups can contribute positively ...
... Chapter 3 we have shown that creativity is as much a social as an individual phenomenon . In the present chapter we will examine the ways in which the psychological processes operating within and between groups can contribute positively ...
Contents
Introduction | 1 |
Enhancing creativity at work | 23 |
Psychological approaches to creativity | 58 |
Copyright | |
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ability Anderson applied approach argued attitudes behaviour brainstorming Burns and Stalker change agent change process chapter characteristics climate and culture consultant convergent thinking creative achievement creative performance creative process creative products creative thinking creativity training decision described discussion divergent thinking effective environment evaluation facilitate factors force field analysis group innovation Group polarization groupthink highly ideas identify illusion illusion of control impact implementation improve individual influence innovation and change innovation process interaction intrinsic motivation involved judgements leadership style levels of analysis literature major management team managerial measures motivation norms organic structure organizational change organizational innovation overcome resistance participation personality perspective potential predict problem solving programme psychology relationships resistance to change response Robert Chadwick role selection and assessment senior management skills social identity theory social psychological staff stages strategies studies synectics task Team Climate Team members techniques tests tion traits work-to-rule Zaltman