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|a HD53
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|a Weiss, David S.
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|a Innovative intelligence
|b the art and practice of leading sustainable innovation in your organization
|c David S. Weiss and Claude Legrand
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| 260 |
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|a Mississauga, Ont.
|b John Wiley & Sons Canada
|c 2011
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| 300 |
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|a 1 online resource
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|a Includes bibliographical references and index
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|a The "How To . . .?" QuestionThe Boundaries; The Type of Solution; The Owner or Decision Maker; The Project Charter; Leveraging the Three Intelligences in the Framework Step; The Leader's Roles in Step 1: Framework; Conclusion; CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION; The Five Areas of Focus in Issue Redefi nition; Leveraging the Three Intelligences in the Issue Redefinition Step; The Leader's Roles in Step 2: Issue Redefinition; Conclusion; CHAPTER EIGHT: STEP 3: IDEA GENERATION; Idea Generation Is a Rigorous Process; Stage 1: Prepare Thoroughly; Stage 2: Introduce the Process
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|a Stage 3: Generate Many Ideas through DivergenceStage 4: Discover Meaningful Solutions through Convergence; Working Alone on Idea Generation; Leveraging the Three Intelligences in the Idea Generation Step; The Leader's Role in Step 3: Idea Generation; Conclusion; CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING; Stage 1: Confirm the Preferred Idea; Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies; Stage 3: Present the Innovative Solution for Approval; Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation
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|a Innovative Intelligence; Table of Contents; ACKNOWLEDGMENTS; PREFACE; A Description of the Book Innovative Intelligence; Who Should Read This Book; How to Read This Book; PART ONE: CLOSING THE INNOVATION GAP; CHAPTER ONE: THE INNOVATION GAP; The Innovation Challenge; What Is Innovation?; Innovative Thinking Makes Innovation Happen; The Evidence Is in-We Are Underachieving; Try It Another Way; Conclusion; CHAPTER TWO: LEADING THROUGH COMPLEXITY; Why Complex Issues Are So Challenging; Complicated vs. Complex Issues; Common Mistakes; Conclusion; CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE.
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|a Intelligence: Who Knows?Leaders Require Three Intelligences; Leaders Need to Think About Thinking; Conclusion; CHAPTER FOUR: ECLIPSE OF INNOVATIVE INTELLIGENCE; Eclipse #1: The School System Made Me Do It; Eclipse #2: The Analytical Intelligence Paradox; Eclipse #3: Impact of High Negative Stress; Conclusion; PART TWO: INNOVATIVE THINKING; CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW; Characteristics of an Eff ective Innovative Thinking Model; Key Success Factors for Innovative Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK; Understanding Framework; The Context
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|a Leveraging the Three Intelligences in the Implementation Planning StepThe Leader's Role in Step 4: Implementation Planning; Conclusion; PART THREE: MAKING INNOVATION HAPPEN; CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW; Four Essential Organizational Enablers to Make Innovation Happen; Sustaining Innovation; Conclusion; CHAPTER ELEVEN: LEADING INNOVATION; Leading Self; Leading Innovation Teams; Leading Intact Work Units; Leading Enterprises for Innovation; Conclusion; CHAPTER TWELVE: CULTURE OF INNOVATION; What Is Culture?; How a Culture Can Suppress Innovation
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|a Creative ability in business / fast
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|a BUSINESS & ECONOMICS / Structural Adjustment / bisacsh
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|a Changement organisationnel
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|a Organizational Innovation
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|a Organizational change / http://id.loc.gov/authorities/subjects/sh85095525
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|a Organizational change / fast
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| 653 |
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|a Créativité dans les affaires
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| 653 |
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|a Creative ability in business / http://id.loc.gov/authorities/subjects/sh85033838
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| 700 |
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|a Legrand, Claude P.
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|a O'Reilly
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|u https://learning.oreilly.com/library/view/~/9780470677674/?ar
|x Verlag
|3 Volltext
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|a Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. Too many organizations try to improve innovation by focusing on one element at a time, particularly in the area of new products and services. They train individuals, hire more creative people, or create specialized innovation departments. Yet, for most organizations, these investments yield only disappointing results. They have not had sustainable solutions-practical and reliable programs that deliver long-term, predictable results. Instead, they have had an endless array of partia
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