LEADER 05705nam 2200757Ia 450 001 9910789062903321 005 20231110214118.0 010 $a0-470-96408-1 010 $a1-280-58846-2 010 $a9786613618290 010 $a0-470-96407-3 035 $a(CKB)3400000000021222 035 $a(EBL)699341 035 $a(OCoLC)748673361 035 $a(SSID)ssj0000537938 035 $a(PQKBManifestationID)11344982 035 $a(PQKBTitleCode)TC0000537938 035 $a(PQKBWorkID)10556900 035 $a(PQKB)11347477 035 $a(Au-PeEL)EBL699341 035 $a(CaPaEBR)ebr10510296 035 $a(CaONFJC)MIL361829 035 $a(Au-PeEL)EBL7103395 035 $a(CaSebORM)9780470677674 035 $a(MiAaPQ)EBC699341 035 $a(JP-MeL)3000110491 035 $a(MiAaPQ)EBC7103395 035 $a(EXLCZ)993400000000021222 100 $a20110323d2011 uy 0 101 0 $aeng 135 $aurunu||||| 181 $ctxt 182 $cc 183 $acr 200 10$aInnovative intelligence$b[electronic resource] $ethe art and practice of leading sustainable innovation in your organization /$fDavid S. Weiss and Claude Legrand 205 $a1st edition 210 $aMississauga, Ont. $cJ. Wiley & Sons Canada$dc2011 215 $a1 online resource (306 p.) 225 1 $aNew York Academy of Sciences 300 $aIncludes index 311 $a0-470-67767-8 320 $aincludes bibliographical references and index. 327 $aInnovative 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 327 $aIntelligence: 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 Effective Innovative Thinking Model; Key Success Factors for Innovative Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK; Understanding Framework; The Context 327 $aThe "How To . . .?" Question The 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 Redefinition; 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 327 $aStage 3: Generate Many Ideas through Divergence Stage 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 327 $aLeveraging the Three Intelligences in the Implementation Planning Step The 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 327 $aWhat Is a Culture of Innovation? 330 $aInnovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. Too many organizations try to improve innovation by focusing on one element at a time, particularly in the area of new products and services. They train individuals, hire more creative people, or create specialized innovation departments. Yet, for most organizations, these investments yield only disappointing results. They have not had sustainable solutions-practical and reliable programs that deliver long-term, predictable results. Instead, they have had an endless array of partia 410 0$aNew York Academy of Sciences 606 $aCreative ability in business 606 $aOrganizational change 615 0$aCreative ability in business. 615 0$aOrganizational change. 676 $a658.4/063 676 $a658.4063 686 $a336.17$2njb/09 700 $aWeiss$b David S$g(David Solomon),$f1953-$01108927 701 $aLegrand$b Claude P$01558139 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910789062903321 996 $aInnovative intelligence$93822271 997 $aUNINA