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 71
... observed earlier that the pressures for conformity within groups need not always operate against innovation , so we would stress here that a consistent minority can influence a group against new ideas as well as towards them . GROUP ...
... observed earlier that the pressures for conformity within groups need not always operate against innovation , so we would stress here that a consistent minority can influence a group against new ideas as well as towards them . GROUP ...
Page 119
... observations did not appear very applicable to certain innovation examples – generally those which were least ... observation of real - world innovations . The evidence so far certainly raises serious doubts as to whether the process ...
... observations did not appear very applicable to certain innovation examples – generally those which were least ... observation of real - world innovations . The evidence so far certainly raises serious doubts as to whether the process ...
Page 151
... observed as the group members try to clarify their objectives and process of working together . At this juncture the ' trainers ' responsible for the T - group intervention will usually adopt a notably non - interventive style , their ...
... observed as the group members try to clarify their objectives and process of working together . At this juncture the ' trainers ' responsible for the T - group intervention will usually adopt a notably non - interventive style , their ...
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