Creative solutions can be challenged and defended in the pursuit ofprofitability. But first, creativity must be demystified. A processthat targets innovation provides leaders with just such aproblem-solving approach. The goal is to produce high-quality ideasthat are appropriate to the task—which means groups andorganizations can implement them with less risk.
Work with the targeted innovation process consists of activities infive areas: stating the problem in a way that encourages creativeproblem solving, learning and understanding differentproblem-solving styles, learning and understanding creativepathways and their relationship to problem solving, generatingideas, and evaluating those ideas.
Targeted innovation reconciles creativity with management. Managerscan use it to solve problems that meet their organization’scall for innovative answers to current challenges.
Содержание
7 What Is Practical Creativity?
8 Why Is Practical Creativity Important?
10 Making Creativity Practical
Stating the Problem
Understanding Approaches to Problem Solving
Seeking the Right Creative Path
Choosing the Right Creative Path
Generating Ideas
Evaluating Ideas
27 Making a Place for Creativity at Work
30 Suggested Readings
30 Background
31 Key Point Summary
Об авторе
This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department, professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and workingtogether to understand and generate practical responses to today’sleadership and organizational challenges.
The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL’smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.
Stan Gryskiewicz is a Center for Creative Leadership(CCL) senior fellow for creativity and innovation, and serves asvice president for global initiatives. He has spent his careerdeveloping a more practical approach to creativity inorganizations, including the process of targeted innovation. Heholds a Ph.D. degree in organizational psychology from the University of London.
Sylvester Taylor is director of the Assessment and Development Tools group at CCL. During his tenure he has appliedthe process of targeted innovation to a variety of situations inmany different organizations. He holds a B.S. degree from the University of North Carolina at Chapel Hill.
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