04395nam 2200649 a 450 991078199070332120200520144314.01-118-12902-41-283-29877-597866132987751-118-12900-8(CKB)2550000000056460(EBL)693610(OCoLC)815645961(SSID)ssj0000535513(PQKBManifestationID)11965747(PQKBTitleCode)TC0000535513(PQKBWorkID)10523355(PQKB)11280755(Au-PeEL)EBL693610(CaPaEBR)ebr10503058(CaONFJC)MIL329877(CaSebORM)9781118129005(MiAaPQ)EBC693610(EXLCZ)99255000000005646020110729d2012 uy 0engur|n|---|||||txtccrCreative people must be stopped[electronic resource] six ways we kill innovation (without even trying) /David A. Owens1st ed.San Francisco Jossey-Bassc20121 online resource (304 p.)Description based upon print version of record.1-118-00290-3 Includes bibliographical references and index.Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying); Contents; Introduction: Creative People Must Be Stopped!; 1. The Context of Innovation: Why Everyone Wants Innovation but No One Wants to Change; 2. Why Most of Us Are More Creative Than We Think: Individual Innovation Constraints; 3. Why a Brainstorm Meeting Can Be Worse Than No Meeting at All: Innovation Constraints in Groups; 4. Why You'll Never Be a Prophet in Your Hometown: Organizational Innovation Constraints5. If It's Such a Great Idea, Why Isn't Our Competitor Doing It? Industry Innovation Constraints6. Why My Innovation Means You Have to Change: Societal Innovation Constraints; 7. How to Take a Really Hard Problem and Make It Completely Impossible: Technological Innovation Constraints; 8. When Failure Is Not an Option: Leading an Innovation Strategy; Appendix A: Using the Assessment Results; Appendix B: Innovation Team Contract Guidelines; Appendix C: An Innovation Bookshelf; References; Acknowledgments; About the Author; Index"A framework for overcoming the six types of innovation killersEverybody wants innovation--or do they? Creative People Must Be Stopped shows how individuals and organizations sabotage their own best intentions to encourage "outside the box" thinking. It shows that the antidote to this self-defeating behavior is to identify which of the six major types of constraints are hindering innovation: individual, group, organizational, industry-wide, societal, or technological. Once innovators and other leaders understand exactly which constraints are working against them and how to overcome them, they can create conditions that foster innovation instead of stopping it in its tracks. The author's model of constraints on innovation integrates insights from the vast literature on innovation with his own observations of hundreds of organizations. The book is filled with assessments, tools, and real-world examples. The author's research has been featured in the New York Times, Wall Street Journal, London Guardian and San Jose Mercury News, as well as on Fox News and on NPR's Marketplace Includes illustrative examples from leading organizations Offers a practical guide for bringing new ideas to fruition even within a previously rigid organizational culture This book gives people in organizations the conceptual framework and practical information they need to innovate successfully"--Provided by publisher.Creative people must be stopped :6 ways we kill innovation (without even trying)Creative ability in businessOrganizational changeCreative ability in business.Organizational change.658.4/063BUS041000bisacshQP 210rvkOwens David A1536512MiAaPQMiAaPQMiAaPQBOOK9910781990703321Creative people must be stopped3785337UNINA