LEADER 04395nam 2200649 a 450 001 9910781990703321 005 20200520144314.0 010 $a1-118-12902-4 010 $a1-283-29877-5 010 $a9786613298775 010 $a1-118-12900-8 035 $a(CKB)2550000000056460 035 $a(EBL)693610 035 $a(OCoLC)815645961 035 $a(SSID)ssj0000535513 035 $a(PQKBManifestationID)11965747 035 $a(PQKBTitleCode)TC0000535513 035 $a(PQKBWorkID)10523355 035 $a(PQKB)11280755 035 $a(Au-PeEL)EBL693610 035 $a(CaPaEBR)ebr10503058 035 $a(CaONFJC)MIL329877 035 $a(CaSebORM)9781118129005 035 $a(MiAaPQ)EBC693610 035 $a(EXLCZ)992550000000056460 100 $a20110729d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCreative people must be stopped$b[electronic resource] $esix ways we kill innovation (without even trying) /$fDavid A. Owens 205 $a1st ed. 210 $aSan Francisco $cJossey-Bass$dc2012 215 $a1 online resource (304 p.) 300 $aDescription based upon print version of record. 311 $a1-118-00290-3 320 $aIncludes bibliographical references and index. 327 $aCreative 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 Constraints 327 $a5. 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 330 $a"A framework for overcoming the six types of innovation killersEverybody wants innovation--or do they? Creative People Must Be Stopped shows how individuals and organizations sabotage their own best intentions to encourage "outside the box" thinking. It shows that the antidote to this self-defeating behavior is to identify which of the six major types of constraints are hindering innovation: individual, group, organizational, industry-wide, societal, or technological. Once innovators and other leaders understand exactly which constraints are working against them and how to overcome them, they can create conditions that foster innovation instead of stopping it in its tracks. The author's model of constraints on innovation integrates insights from the vast literature on innovation with his own observations of hundreds of organizations. The book is filled with assessments, tools, and real-world examples. The author's research has been featured in the New York Times, Wall Street Journal, London Guardian and San Jose Mercury News, as well as on Fox News and on NPR's Marketplace Includes illustrative examples from leading organizations Offers a practical guide for bringing new ideas to fruition even within a previously rigid organizational culture This book gives people in organizations the conceptual framework and practical information they need to innovate successfully"--$cProvided by publisher. 517 1 $aCreative people must be stopped :$e6 ways we kill innovation (without even trying) 606 $aCreative ability in business 606 $aOrganizational change 615 0$aCreative ability in business. 615 0$aOrganizational change. 676 $a658.4/063 686 $aBUS041000$2bisacsh 686 $aQP 210$2rvk 700 $aOwens$b David A$01536512 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910781990703321 996 $aCreative people must be stopped$93785337 997 $aUNINA