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This article describes how an organization can
promote or discourage innovation. It depicts how
establishing an environment that procreates new ideas
and implementing them, enables a company to achieve
strategic goals. It states that laying the groundwork
for innovation is the initial stage in creating this
type of environment. It further notes that friction
will be created in the foundation. Therefore,
managing conflicts is the significant part of achieving
the strategic goals.
The article discloses how laying the groundwork is
an instrumental part of innovation. The first hurdle to
cross in innovation is getting past the thought of one
person working alone can generate creativity and
inspiration. In today’s environment, this type of
thought hampers innovation. The article states that
forming teams is a good way of laying the foundation
because highly innovative people will usually have many
perspectives on problem solving. Groups will collect
great ideas and combine them in an unusual way. The
different thinking styles of the group generally
contribute to the ability of thinking outside of the
box. successful groups are formed of people with
diverse backgrounds, which have the ability to create
friction.
Once the teams based on differences are formed, the
act of managing conflicts for innovation is then
introduced. This part of the innovation process is
extremely important because groups with diverse
backgrounds usually result I friction. However,
friction does not have to be a bad thing. In fact, it
can help an organization stay on the cutting edge
of its industry. Nonetheless, what is required is
channeling that friction in the right direction to fuel
an organizations innovation. Having many topics is one
way of managing conflicts because it generates
discussion and produces original ideas. Leadership
style is another way of managing conflicts. It is noted
that leaders with a command and control style usually
make team members feel powerless. This style is
ineffective because energy is diverted to power
struggles and attaining personal goals instead of
achieving a common goal. The best style of leadership,
as depicted by the writer, in an innovative culture is
one that creates a balance of power. It is understood
that the ultimate decision lies with the CEO, however
each member of the management team is responsible for
defined areas. This style keeps all the members
involved and committed to the common goal.
An organization with an innovative culture in
today’s market place is usually successful. It
incorporates all the members of the team. It gives them
the sense of being listen to and belonging. Once the
foundation is laid, an atmosphere of friction is
generally created. It is then important for the
organization to manage the friction for innovation.
Successfully managing it can create an excitement of an
effective innovated organization.
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