How important is communication in managing change and innovation in the organization,the unconscious mind & the iceberg metaphor,secret life new season kit,help secret files sam peters - New On 2016

Let’s break down this equation and discuss the variables to stimulate innovation individually. Prototyping translates stimulus into possible real-world solutions for the problem you’re working on. Know that if your organization is not in the habit of stimulating innovation and change, you have a cultural barrier to inspiring innovation in your team. Self-confidence is a barrier to innovation that is tough to turn around in an organization. If you are familiar with how fractions work, you know that an increase or decrease in arbitrary rules will have a greater, faster impact on innovation than the variables in the numerator of the equation. Reducing arbitrary rules in order to stimulate innovation is an important part of the equation, but it looks very different in different organizations and industries. This month, Bullet Proof Managers are attending sessions to develop their skills in Inspiring Innovation and Creating Consensus. Crestcom®, BULLET PROOF®, The BULLET PROOF Manager®, and Trainers to the World® are registered trademarks of Crestcom International, LLC. In the contemporary workplace, managing change is a constant requirement for managers at all levels.
Understanding how to encourage creativity and innovation and being able to successfully implement new strategies and processes will increase sustainability and lead to growth. This program is suitable for junior a€“ mid level managers and can be tailored to address more specific needs of executive teams. The Australian School of Applied Management (ASAM) heads a coalition of management schools including the Workplace Training Advisory of Australia and Women and Leadership Australia. You probably have an intuitive sense of how and why social networks are valuable for you, personally and professionally. The principles of reciprocity, exchange, and similarity underlie the way managers create value through social networks. The second principle is the principle of exchangeprinciple of exchangeThe principle that network exchange is more likely when you have access to unique resources..
The third principle is the principle of similarityprinciple of similarityThe principle that network ties are more likely to form among similar, rather than dissimilar, actors.. Similarity also means that you have to work harder to build strong exchange networks, since their formation is not spontaneous. Finally, for reciprocity to work, you have to be willing and able to trade or reciprocate favors, and this means that you might need access to other people or resources outside the current network. We owe our knowledge about the relationship between social network characteristics and finding a job to Stanford sociologist Mark Granovetter. The value of weak ties is highly counterintuitive; we tend to think of relationships being more valuable when we have strong ties to others. Career networking opportunities are plentiful; regardless of where you live, you can use the Internet to read blogs, subscribe to e-mail newsletters, and make friends on social networking sites. It is important to note here a factor called Dunbara€™s numberDunbara€™s numberNamed after anthropologist Robin Dunbar, Dunbara€™s number is the conceptual upper limit of 150 ties in a network if ties are to be effectively maintained.. Mark Zuckerman, cofounder of Facebook, helped to bring social networking to 90 million users. In 2002, organizations researchers Rob Cross, Steve Borghatti, and Andrew Parker published the results of their study of the social networking characteristics of 23 Fortune 500 firms.[412] These researchers were concerned that traditional analysis of organizational structure might miss the true way that critical work was being done in modern firmsa€”that is, they theorized that social networks, and not the structure presented on the organization chart, might be a better indicator of the flow of knowledge, information, and other vital strategic resources in the organization. Cross and colleagues found that SNA was particularly valuable as a diagnostic tool for managers attempting to promote collaboration and knowledge sharing in important networks. Supporting critical junctures in networks that cross functional, hierarchical, or geographic boundaries.
However, around 2003 P&G woke up to the fact that, in the areas in which its does business, there are millions of scientists, engineers, and other companies globally. On the inbound side, P&G is aggressively looking for solutions for its needs, but also will consider any innovationa€”packaging, design, marketing models, research methods, engineering, and technologya€”that would improve its products and services. As of 2005, P&Ga€™s Connect + Develop strategy had already resulted in more than 1,000 active agreements. A few years ago, the folks in P&Ga€™s skin care organization were looking both internally and externally for antiwrinkle technology options for next-generation Olay products. When P&G was in the juice business, it discovered Calsura, a more absorbable calcium that helps build stronger bones faster, and keeps them stronger for life.
P&G has partnered with the prestigious design school at the University of Cincinnati to develop products specifically for consumers over age 50.
Strategy consultant McKinsey & Company points to recent academic research that finds differences in individual creativity and intelligence matter far less for organizational innovation than connections and networks. The first step, connect, involves the identification of key people in the organization with an innovation mind-set. In the third step, support and govern, the leadership structure for the network is decided on, along with any protocols for meeting, sharing ideas, and decision making.
As mentioned in the connect stage of developing an innovation network, you can fine-tune the networka€™s goals by identifying the appropriate mix and balance of employees. Idea generators prefer to come up with ideas, believe that asking the right questions is more important than having the right answers, and are willing to take risks on high-profile experiments. What are some ways that an organization can manage the social network to be more innovative?
Information and communication technologies (ICT) are now an integral part of our environment and are among the most important drivers for innovation in many industry sectors. One of the consequences of the digitalization of the economy is a complete or partial replacement of established technologies. However, despite their undoubted importance, ICT are not the universal solution to every innovation challenge, and should not be overrated, especially given the speed at which they are developing. In more than a decade of research and far more client work, what we've seen is that the starkest differentiator between organizations that can change successfully (and sustain higher performance over time) and all the others isn't in what they say, it's in what they do--how they actually implement change. We think about it this way: if you want to change someone's behavior just imagine you're in the middle of this square. Next, bottom right, if people understand the strategy and understand the desired culture, but look around and see the systems and processes of the organization reinforcing yesterday rather than tomorrow, they think all that dialog isn't serious. To illustrate how the levers work together, imagine that you go to the opera on Saturday and a football game on Sunday. To continue with the analogy, organizations that are unhealthy are often caught between an opera house and a football stadium--not a comfortable place to be. Well if you want to change a person's behavior you need to know the person first and understand everything about that person so that you'll know how you can change and influence that person. Sign up to get the most radical new ideas in management delivered to your inbox every week.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License. The innovation equation states that innovation equals stimulus times prototyping times self-confidence divided by arbitrary rules. If you and your team are alwaysdoing the same thing in the same way, eventually you will end up on a plateau void of innovation, motivation, and engagement.
This can be as simple as getting up and going for a walk when you’re stuck on a certain problem and can’t seem to find the answer. When we’re physically pulled out of our routine, we’re able to mentally re-evaluate as well.
It’s not enough to simply stimulate innovative thought, you need to actually try out the ideas.

Sometimes you will use a mixture of these on the same idea, at different stages of the prototyping process. As a leader, work toward eliminating these rules as best as you can, while encouraging innovation through stimulus, prototyping, and self-confidence. This intensive one day workshop focuses on the skills essential for driving innovation and successfully embedding change. As a leader it is important to adopt a clear vision that encourages innovation in line with organisational objectives and to develop processes that facilitate the achievement of new initiatives.
With the principle of reciprocity, managers have the ability to get things done by providing services to others in exchange for the services they require. Like the reciprocity principle, it refers to a€?trading favors,a€? but it is different in this way: the principle of exchange proposes that there may be greater opportunity for trading favors when the actors are different from one another. Psychologists studying human behavior have observed that relationships, and therefore network ties, tend to develop spontaneously between people with common backgrounds, values, and interests. As a manager, you will find your network useful to the extent that you can balance the effects of the three principles.
Most personal networks are highly clustereda€”that is, your friends are likely to be friends with one another as well. For example, you may have to build relationships with other individuals such that you can use them to help you contribute to your existing network ties. In a groundbreaking study, Granovetter found that job seekers are more likely to find a job through weak ties than through strong ties.[409] He demonstrated that while job hunters use social connections to find work, they dona€™t use close friends. However, if you think about it, the value of a weak tie lies in the fact that it is typically a bridging tiebridging tieA tie that provides nonredundant information and resources., that is, a tie that provides nonredundant information and resources. She advises that in todaya€™s business environment, people change jobs so often that they need to keep their eye on the market even if they just started a new job.
When you consider the principle of exchange, you realize that your networking possibilities are not limited to people in your chosen fielda€”you can actually gain more by networking with those in related fields, or even in jobs far removed from yours. Create a detailed profile on LinkedIn, including employment (current and past), education, industry, and Web sites. You can add a photo (a headshot is recommended or upload a larger photo and edit it) to your LinkedIn profile. Include all your resume keywords and skills in your profile, so your profile will be found. That is, there is some natural upper limit to the size of network you can effectively maintain, even with online tools like Facebook and LinkedIn.
One goal of their research was to better define scenarios where conducting a social network analysis would likely yield sufficient benefit to justify the investment of time and energy on the part of the organization.
Like many companies, P&G historically relied on internal capabilities and those of a network of trusted suppliers to invent, develop, and deliver new products and services to the market.
At a technical conference in Europe, P&G first learned of a new peptide technology that wound up being a key component used in the blockbuster product, Olay Regenerist. They not only developed the peptide but also the in vitro and clinical data that convinced P&G to evaluate this material.
The addition of Calsura calcium makes any food or drink a great source of the daily calcium needed for building stronger bones faster in kids, and keeping bones stronger throughout adulthood; Calsura is proven to be 30% more absorbable than regular calcium. Using design labs, university students and P&G researchers collaborate to study the unique needs of the over-50 consumer. Such individuals are not wed to the status quo and are comfortable with change and uncertainty. With these process guidelines in place, the network members can then make sure that they have identified the resources necessary to conduct their work. They are the most likely members of the network to seek consumer insights and to regard such insights as a primary input.
We started by introducing the social network theory concepts of reciprocity, exchange, and similarity.
A systematic approach to dealing with the potential impact of ICT is crucial for future success. Whether complex control technologies in the field of machine tools, fly-by-wire systems in the aircraft industry or intelligent components in modern cars, everyday life without ICT is no longer conceivable. ICT solutions can, for example, take on functions that have been provided for by other technologies and replace them completely. The jump to a new technological path is attended by a range of opportunities for business, but poses significant challenges as well.
Many experts still see a huge need for further research in the field of ICT to realize the manifold visions of a digital world. The first post described two counter-intuitive insights about creating lasting change in organizations -- that common sense can sometimes lead you astray, and that the "soft" stuff can be managed as rigorously as the "hard" stuff in organizations.
You've developed a strategic view about where you need to go and you've matched that up with an understanding of the changes that will require in your culture. You can't just have a workshop and put up a few posters, you have to intervene in the system. At work, very often those ingrained behaviors are reinforced by the organization's culture and by how its leaders behave. If we're supposed to act with speed and urgency but the budget process takes three months, people will think, "Oh well, why bother? People may want to change, and see processes changing around them, but they personally also have to have the skills to behave differently. Psychologists would tell us that this is as important as the other three added together, and it's that people need to see significant others, usually the senior people, role modeling new behaviors, following new processes, building new capabilities.
An individual transformation program may rely on some levers more than others, but using all four together sets in motion a powerful system that maximizes a company's chances of getting new patterns of thought and behavior to stick. Asking employees for a football-stadium mindset is no use if your evaluation systems and leadership actions communicate that your organization is still an opera house.
But something more fundamental for transformational change is required - it is not some soft fuzzy word - it is really about carrying the right attitude. You see, employees need a balance of simulation, prototyping, and self-confidence in order to be comfortable with pitching and trying out new ideas. It could also mean taking your team offsite for lunch or to visit another business, perhaps a vendor, to learn something new. Next, we’ll be thinking about our routine activities and how we can innovate those activities to make them more efficient, higher-quality, etc.
Other types of prototyping will lend themselves better to certain business processes than others. Know that undermining people’s ideas and never listening to what they have to offer will erode your team’s self-confidence. Using a practical approach based on real world examples this workshop explores the importance of innovation in all workplaces and how innovation and change are inextricably intertwined. The workshop has been developed to assist managers at all levels to unlock the benefits of innovation within their teams and departments and to effectively manage the change process. This expansive engagement underpins ASAM’s unique capacity to track ever-changing organisational needs in the contemporary marketplace. For instance, you are more likely to get assistance with a problem from a colleague at work when you have helped him or her out in the past.
In fact, according to network theory, a€?differencea€? is what makes network ties useful in that such difference increases the likelihood that each party brings a complementary resource to the table. Similarity, to the extent that your network is composed only of like-minded folks, also makes it more likely that an individual may be dependent on a handful of people with common interests.

Because of similarity, it is easier to build networks with those with whom you have various things in common, though this similarity makes the network less useful if you need new ideas or other resources not in the current group.
And, if you made those friends by introducing yourself to them, the chances are high that their experiences and perspectives echo your own.
Rather, survey respondents said they found jobs through acquaintances: old college friends, former colleagues, people they saw only occasionally or just happened to run into at the right moment. In her view, a€?the people who control their destiny most effectively leave their job when they find a better one, not when they are tossed out because of layoffs or reorganizations.a€? This also means that social networking should be a central element in any job-search strategy.
With the exchange principle in mind, even residents of sparsely populated rural areas can network with their neighbors a few miles down the road.
The existence of an upper boundary makes sense if you think about ita€”each contact you add to your network will likely require some amount of time to sustain.
P&G is interested in all types of high-quality, on-strategy business partners, from individual inventors or entrepreneurs to smaller companies and those listed in the FORTUNE 500a€”even competitors.
The goal is to develop and commercialize products that are designed for this consumer bracket. It is important to involve individuals with different backgrounds and approaches to innovation.
This includes gaining sponsorship and buy-in from other parts of the organization, including upper management.
They are also the most likely members of the network to be making connections across teams and groups. A second possibility, one that is less radical but equally significant, is the addition of new functions to products through the integration of ICT components, with older technologies becoming less important as a result. The second post discussed ways to use social media and viral marketing within organizations to sustain change programs.
You've thought very hard about organizational mindsets and personal behaviors that will need to shift to get there.
So, the first step, top right hand side, people need to understand what you want them to do differently. It's just not real." Now, there are thousands of processes in any large organization, so you can't change them all. If we're supposed to be more open to the external world, for example, is the CEO out there visiting customers?
At the climax of the football game, you leap to your feet, yelling and waving and jumping up and down. If you want your people to think like football fans, you need to provide plenty of cues to remind them they are in a stadium. As the leader, you have to be willing to go out on a limb and take some risks to try out new ideas to inspire self-confidence and stimulate innovation from your team. By building new benchmarks in the provision of management development education, ASAM strives to further enhance its reputation for excellence in supporting a broader objective to significantly build Australia’s standing as an exporter of creative, best-practice management education.
Although the quid pro quo may not be immediate, over time managers will receive only in proportion to what they give. Going back to our example where you sought out assistance from a colleague, you probably needed that assistance because that person brought a different skill set, knowledge, or other resources to bear on the problem. A critical mistake is to become overly dependent on one person or on only a few network relationships. Because ideas generated within this type of network circulate among the same people with shared views, a potential winner can wither away and die if no one in the group has what it takes to bring that idea to fruition. New information, about jobs or anything else, rarely comes from your close friends, because they tend to know the same things and people you do.
And because many jobs are filled by knowing someone who knows about an open position, Trunk argues that ita€™s more important to network than it is to read the want ads. In 1993, Oxford anthropologist Robin Dunbar theorized that a€?this limit is a direct function of relative neocortex size [your braina€™s center of higher brain functions], and that this in turn limits group sizea€¦the limit imposed by neocortical processing capacity is simply on the number of individuals with whom a stable inter-personal relationship can be maintained.a€?[411] On the periphery, the number also includes past colleagues such as high school friends with whom a person would want to get reacquainted if they met again. This open innovation network at P&G works both waysa€”inbound and outbounda€”and encompasses everything from trademarks to packaging, marketing models to engineering, and business services to design.
Inbound or out, know-how or new products, examples of success are as diverse as P&Ga€™s product categories. For instance, some individuals are great at generating ideas while others may be better at researching and validating them. The section concluded by explaining how social networks create value in and across organizations, with specific examples of making invisible work visible, Procter & Gamblea€™s Connect + Develop, and McKinseya€™s a€?innovation networka€? concept. Over a few decades of working with all kinds of organizations--businesses, government agencies, NGOs--we've developed a process to encourage people to change that works.
But you can choose the five or ten that will have most leverage on the outcome and change those very early on.
You haven't changed, but your context has (the influence model that surrounds you)--and so has your mindset about the behavior that's appropriate for expressing your appreciation and enjoyment. Unless the exchanges are roughly equivalent over time, hard feelings or distrust will result. Not only can those relationships sour but also the managera€™s usefulness to others depends critically on his or her other connections. But what if someone within that cluster knows someone else who belongs to a whole different group? Strong tiesstrong tieA tie that exists among actors who know each other well and engage in regular exchange., as you might expect, exist among individuals who know one another well and engage in relatively frequent, ongoing resource exchanges. Trunk evokes the principle of reciprocity when she says, a€?building a network is adding value to lots of peoplesa€™ lives so that they, in turn, will want to add value to yours.a€? Another useful strategy is to network proactively rather than reacting to concerns about your present job or news of a possible opening. This last step covers a spectrum of needs, ranging from how network members will be recognized and rewarded for their contributions, the agreement about process-tracking criteria, and some guidelines on how new members join the network and others leave.
Placement is moving people around, replacement is moving people out in the appropriate way, and development is helping people in place gain new skills. You may even have to deal with a dissatisfied customer, boss or colleague as you’re trying them out. That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Weak tiesweak tieA tie that exists among actors who do not know one another well and engage in infrequent exchange., in contrast, exist among individuals who know one another, at least by reputation, but who do not engage in a regular exchange of resources.
By being proactive, you will increase your chances of being in the right place at the right time. The second step, set boundaries and engage, is where the networka€™s goals and objectives are defined.
In fact, Granovetter showed that those who relied on weak ties to get a job fared better in the market in terms of higher pay, higher occupational status, greater job satisfaction, and longer job tenure. It is important to make it clear how the networka€™s goals and objectives will contribute to the organizationa€™s goals and larger strategy, mission, and vision. It's a process of deeply engaging with people, talking with them, listening to them, framing the changes in a context that's meaningful to them.
While much in the world has changed since Granovettera€™s 1974 research, subsequent studies continue to affirm his basic findings on the consequences of social network structure.[410] As you might expect, for weak ties to be effective though, there must be some basis for affinity between the indirectly connected individuals, but this affinity can simply be having the same birth month or high school or college alma mater.

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