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WGU C208 Change and Innovation > C208 Vocab > Flashcards

C208 Vocab Flashcards

1
Q

Paradigm

A

A theory or model about how something should be done, made, or conceived.

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2
Q

Leadership

A

The process by which one person influences the thoughts, attitudes, and behaviors of others.

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3
Q

Innovation

A

The process by which an organization generates new ideas and converts them into new products, business practices, and strategies that create value.

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4
Q

First, Second, and Third Order Change Model

A

A change process model that explores different orders of change: First (conformative), Second (reformative), and Third (transformative).

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5
Q

Cultural norms

A

A culture’s expectation of its members’ behavior in any given situation.

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6
Q

Organizational behavior

A

The study of how people, individuals, and groups act in organizations and how organizations can be made more effective.

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7
Q

Organizational culture

A

The basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and their overt behavior.

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8
Q

Change management

A

The process of managing change in an organization.

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9
Q

Organizational change

A

The act or fact of making an organization something different from what it is or from what it would be if left alone.

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10
Q

Bridges’ Transitional Model

A

A change process model with three stages: Ending, Losing, and Letting Go; The Neutral Zone; and New Beginning.

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11
Q

Change Curve Model

A

A change process model that explores how individuals manage personal change.

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12
Q

Creativity

A

The generation of new ideas by individuals and teams.

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13
Q

fundamentals of successful change

A

communication, training, leadership engagement, measurement

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14
Q

Cultural Web Model

A

An organizational culture model that reviews six cultural elements: stories, rituals and routines, symbols, organizational structure, control systems, and power structure.

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15
Q

Subculture

A

A group of people with a culture which is different from the larger culture to which they belong.

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16
Q

Organizational Cultural Assessment Model

A

A model that categorizes an organization as having one of four types of culture: Clan, Adhocracy, Market, or Hierarchy.

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17
Q

Kotter’s Process for Change

A

A change model that begins with establishing urgency and that emphasizes communication and coalition-building.

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18
Q

Christensen’s Disruptive Innovation Model

A

A model that looks at the impact on organizations and industries of disruptive technological innovation.

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19
Q

Descriptive change models

A

A category of change models used for trying to understand what is going on in an organization.

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20
Q

Trigger event

A

An occurrence that itself results in the risk event happening.

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21
Q

Reactive change

A

A type of change triggered by external factors.

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22
Q

Change agent

A

One who initiates a change effort.

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23
Q

Crisis change

A

A type of change triggered by a crisis.

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24
Q

Evolutionary change

A

A type of change that occurs incrementally.

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25
Q

Anticipatory change

A

A type of change that can be recognized in advance.

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26
Q

Revolutionary change

A

A type of change that challenges the established order in fundamental ways.

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27
Q

Diffusion of Innovation Theory

A

A model developed by Everett Rogers that seeks to analyze why and how innovations gain popularity.

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28
Q

Contingency planning

A

Planning for the response to situations that may occur such as emergencies or setbacks.

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29
Q

Schema

A

An organized pattern of thought or behavior.

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30
Q

Lewin’s Model of Change

A

A descriptive change model based on three steps: “unfreezing,” “changing” and “refreezing.”

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31
Q

How to foster employee participation?

A

Communicate, acknowledge emotions, training, safety nets, participation, build support, align the goals.

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32
Q

Prescriptive change models

A

A category of change models used for developing a step-by-step process for change.

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33
Q

new venture team

A

A unit that is separate from the main organization enterprise and is tasked with developing and executing a significant innovation.

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34
Q

anonymous idea generation

A

A technique that keeps anonymous the identity of members of a group who originate individual ideas.

35
Q

idea champion

A

An individual who recognizes value of an innovative idea and lends organizational authority and resources to develop and execute innovation.

36
Q

SCAMPER

A

A technique developed by Bob Eberle that can be useful for thinking about improving existing products or services.

37
Q

semi-radical innovation

A

Innovation that involves a substantial change to either the business model or technology of an organization, but not to both. (Davlia, Epstein, Shelton)

38
Q

braindrawing

A

A variation on brainstorming that employs drawing or doodling to generate ideas.

39
Q

Discussion 66

A

A technique that helps larger groups to brainstorm more effectively through subgroups.

40
Q

lateral thinking

A

A creativity technique that rejects traditional methods and employs unorthodox and apparently illogical means.

41
Q

idea orchestrator

A

An individual who recognizes value of idea/innovation and manages it through the organization’s political process.

42
Q

Diffusion of Innovation Theory

A

A model developed by Everett Rogers that seeks to analyze why and how innovations gain popularity.

43
Q

Nominal Group Technique

A

A technique for generating creative thinking by a group that involves iterative idea generation.

44
Q

idea incubator

A

An in-house program or center shielded from corporate bureaucracy and interference that is meant to engage in futuristic thinking and to develop new ideas.

45
Q

skunk works

A

A place designed to encourage the employees of large organizations to generate original ideas and innovation. Lockheed created the first skunk works.

46
Q

incremental innovation

A

Innovation that builds upon existing knowledge and resources within a given company, which can be seen as an exercise in problem-solving. (Davlia, Epstein, Shelton)

47
Q

divergent thinking

A

The explicit attempt to put dominant ideas or conventional wisdom to the side and focus on generating alternatives without immediate evaluation.

48
Q

brainstorming

A

A creativity technique that looks to generate ideas or solve a problem by holding a spontaneous group discussion.

49
Q

radical innovation

A

Innovation that represents a significant change that affects both the business model and the technology of a company. (Davlia, Epstein, Shelton)

50
Q

groupthink

A

The practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.

51
Q

Abilene Paradox

A

When a group reaches a decision that few, if any, of the members would have chosen themselves.

52
Q

Idea generator

A

An individual who generates creative ideas of value to the organization.

53
Q

closed innovation

A

When an organization does all of their own research internally and keeps its innovative ideas as proprietary intellectual property.

54
Q

Provocation Technique

A

A creativity technique developed by Edward de Bono that introduces radical or provocative statements meant to provoke fresh thinking and generate new ideas.

55
Q

open innovation

A

when organizations pursue both external and internal ideas and innovate and collaborate with partners by sharing risk and reward.

56
Q

The Entrepreneurial Process

A

1) Discovery, 2) Evaluating the Market, 3) Structuring the Venture, 4) Strategic Planning, 5) Operational and Financial Planning, 6) Creating the Business Plan, 7) Financing the Venture, 8) Implementing.

57
Q

Equity financing

A

When an entrepreneur receives cash from an investor in exchange for equity in the company.

58
Q

Market niche

A

The subset of the market on which a specific product or service is focused on.

59
Q

Partnership

A

A legal structure of co-ownership between two or more people who go into business together and share in any profits or losses.

60
Q

Entrepreneurship

A

The process of innovating with products or services for the purpose of creating wealth for the entrepreneur while adding value to society.

61
Q

Angel capital

A

Investments in new ventures made by wealthy individuals (“angels”).

62
Q

Private placement

A

A method of raising capital through securities sold without a public offering (to select private investors).

63
Q

Mission statement

A

A brief written statement of the vision and purpose of a venture or organization.

64
Q

Social innovation

A

The creation of innovative solutions to complex social problems.

65
Q

Resource-based Theory

A

A model advanced by Jay B. Barney and Delwyn N. Clark that focuses on the competences and capabilities of the firm in creating competitive advantage.

66
Q

Serial entrepreneur

A

An entrepreneur who starts numerous businesses over time.

67
Q

Accounts payable

A

Payments due to suppliers for products and services.

68
Q

Debt financing

A

When an entrepreneur borrows cash and agrees to pay back the lender the original loan amount, plus a premium, by an agreed upon future date.

69
Q

Sole proprietorship

A

The simplest legal structure where the sole owner is not legally distinct from the business.

70
Q

Venture capital (VC)

A

Investments in new ventures with exceptional growth potential.

71
Q

Corporation

A

A legal structure for business that exists apart from the individuals who own it (shareholders) and operate it (directors and officers).

72
Q

Intrapreneurship

A

The entrepreneurial process conducted within an established organization.

73
Q

Social entrepreneurship

A

The process of developing innovative solutions for society’s most pressing social problems using entrepreneurial tools and techniques.

74
Q

Creativity

A

The generation of new ideas by individuals and teams.

75
Q

Entrepreneur

A

An individual who starts, organizes, manages, and assumes the risks and responsibilities of a business or enterprise.

76
Q

Strategic planning

A

A process to determine the mission, objectives and strategies of a venture or organization and then find ways to achieve the identified vision.

77
Q

SWOT analysis

A

A strategic analysis of a venture’s strengths, weaknesses, opportunities, and threats (SWOT).

78
Q

Strategy

A

A plan of action designed to achieve specific goals or objectives in a venture.

79
Q

Corridor principle

A

The idea that new ventures can surface new and unintended market opportunities.

80
Q

Intrapreneur

A

A manager within a firm tasked with fostering innovation through entrepreneurial activities.

81
Q

Accounts receivable

A

Money due from clients for products delivered or services performed.

82
Q

Commercialization strategy

A

The strategic choices an entrepreneur makes to finance later-stage development of a venture.

83
Q

Elevator pitch

A

The quick, succinct summation of an entrepreneurial opportunity.

WGU C208 Change and Innovation (1 decks)

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