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CHAPTER 3: BUILDING THE INNOVATION ORGANIZATION - Coggle Diagram
CHAPTER 3: BUILDING THE INNOVATION ORGANIZATION
INNOVATIVE LEADERSHIP
Manner of processing
Ways of deciding
Orientation to change
Contingency approach to leadership
maturity of followers - ability & willingness of people to define & take responsibility for own task behaviour
relationship behaviour (support & teams)
task behaviour (guidance & direction)
effectiveness of different styles of leadership will depend on the context
BEHAVIOURAL PERSPECTIVES
innovation is a joint function of personal attributes & organizational context
innovation occurs in a context that contains both enabling (can do) & motivating conditions (will do)
ORGANIZATIONAL SLACK
Organizational slack, innovation & performance:
when successful, an organization generates more slack, which provides greater resource (people, time, money) for longer-term, significant innovation
when less successful, organization searches for problems & their solution, tends to reduce slack
Organizational slack is the difference between resources available & those currently needed
INNOVATIVE ORGANIZATION
LEADERSHIP -innovation leadership, not senior management
CLIMATE-- ‘the way we do things around here’
SHARED VISION-broad vision, not detailed strategy
Climate versus culture
Characteristics of an innovative climate:
Challenge & involvement
Freedom & autonomy
Trust & openness
Idea time & support
Playfulness & humour
Conflict & debate
Risk-taking
Key individuals, strong teamwork
Appropriate structure
Supportive processes, tools & resources
External focus
INNOVATIVE CULTURE
SURFACE MANIFESTATIONS
SHARED VALUES
BASIC ASSUMPTIONS