The process of change, creativity and innovation Flashcards
What does the “Current to desired future state” model by Andriopoulos and Dawson, 2014 represent?
- The model represents that the management of change is seen as the movement of an organisation from a current state to a future state.
- The central managerial task being on how to achieve this without due cost to the organisation or employees whilst meeting expectations in the objectives for change.
- transition stage:
1. how to avoid resistance and motivate people to change
2. how to control and minimise disruptive aspects of change during transition
3. how to shape the political dynamics of change so power centres support it
What are the external factors that promote change?
Political drivers: government
Economic triggers: taxation, exchange reates, interest, competitive pressures
Socio-cultural factors: societal values, expectations
Technology: IT developments and internet
Legal requirements and regulations
Environmental: Pollution, ethical considerations
What are the unique task environment factors that promote change?
unique factors, different to every business.
- customer
- labour market
- competitors
- suppliers
What are the internal factors that promote change?
P: people, such as modifying attitudes, beliefs, technical skills and behaviour
A: administrative structures, e.g. lines of communication, reporting/reward systems
C: core business change world require a fundamental transformation
T: technology e.g. minor equipment/software upgrade to complete redesign
What does the conundrum (difficulty) of change entitle?
- Change is a complex process
- It is not possible to fully control or predict (unpredictability of the future is at the core)
- the uncertainty of change triggers demand for simple recipes that provide assurance and techniques for successful change
- change is often characterised as a movement from a present to a future (desired) state that generally unfolds in unexpected ways (Beckard and Harris, 1987)
What is the punctuated equilibrium model of change? and what does it reflect?
- Romenelli and Tushman 1985 1. Over time change initiatives become part of everyday routines (convergent change) this creates inertia, stifling creativity and innovation
2. Results in environmental misalignment (strategic drift)
3. Happens due to managers being comfortable
4. Eventually performance declines to an extent where radical interventions are needed.
How does the model draw from evolutionary biology?
- organisations often experience long periods of incremental adaption that is followed by brief periods of revolutionary upheaval.
- convergent period are punctuated by strategic recreations
- the model promotes a relationship between incremental and radical change
What are the stages in the creative process? (Dallas, 1926)
- Preparation stage: refining goals through research in order to broaden view of area under investigation.
- Incubation stage: focus on in engaging in a process of subconscious data processing. breakout from preconceived wives, to think in new ways.
- Illumination stage: aware of a core answer to a problem. must use logic thought process to turn the insight into a solution.
What is the three-stage model of Bahadur et al (1982)?
- Problem finding
- Problem solving
- solution implementation
= argues that there needs to be a problem that requires a solution in order for there to be a creative process
What is componential framework for creativity (Amiable 1983)?
- Presentation: of task of problem to be solved
- preparation (collection of data)
- Response generation of possible ideas (creativity comes in)
- response validation: checking appropriates of new ideas
- outcomes deemed acceptable or unacceptable, if unacceptable return to initial stage.
what are the conditions that are to be satisfied in order for thinking to be considered creative?
- the output of the though process has novelty and value
- the thinking is unconventional (not based on general things)
- the output is the result of studying reality not purely imaginative.
- the output is challenging ideas and sparks debate
- thinking taking place either at a long time span or intensively
- the output is resulted from freeing oneself from conventional thinking
- the problem is vague and ill defined
What are the 4Ps or Forms of innovation?
- product: iPhone and flat screen televisions
- Process: supply chain integration, cellular work arrangements, continuous flow assembly line
- Paradigm: reframing e.g. air flight expensive way to travel until challenged with the emergence of low cost air lines
- Position: repositioning e.g. Lucozade’s as a health drink rather than medicine drink
What are the different levels of innovation?
- incremental innovations: small changes, refinements and modifications to existing products (product quality)
- modular innovations: middle-range innovations e.g. transition from black and white to colour television
- radical innovations: new knowledge, exploit uncharted opportunities e.g. telephone, steam engine, internet
What is the management of innovation? (Burns and Stalker, 1961)
- Highlights the importance of matching organisations structure to business market context.
two types of management systems:
1. mechanistic system: appropriate for organisations that uses an unchanging technology and operates in a relatively stable market. clear hierarchical line of authority, task skill and local knowledge
2. organic form: appropriate for organisation that undergoes change, operates in dynamic fluctuating market. network structure, reliance on expert knowledge, interaction and commitment beyond contractual agreement.
What are the steps in management of innovation?
- search and assessment: scan environment to identify changes
- selection: choose an innovation
- implementation: developing a strategy to make it happen
- capture: ensuing a gain in achievable benefits from the innovation
