Discussion: The Creative Organization and Creative Approaches to Problem Solving
Discussion: The Creative Organization and Creative Approaches to Problem Solving
These are the required templates for your Week 4 discussion posts
Initial Post Template
A description of three organizational principles at Pixar that support a workplace environment where employees can implement creative solutions to problems.
Choose one of these principles or another principle that you are familiar with that could be implemented at your organization or an organization which with you are familiar to improve creativity and the implementation of creative solutions. Explain why it would be beneficial to implement this principle at the organization you selected.
Explain how you as a manager might implement this principle and how you would need to tailor it for the organization you selected. Support your conclusions with references from this week’s Resources.
APA References
If you were to imagine a workplace where everyone was creative and innovation thrived, what would it look like? How would a day in the office be different from a day in any other type of office? What kind of colleagues would you work with? You might imagine colorful or eclectic decorations, or maybe the freedom to schedule your days and tasks as you wish. While these descriptions are often found in creative workplaces, organizations that truly support innovation have an even deeper focus on supporting creativity.
In the article “How Pixar Fosters Collective Creativity,” Ed Catmull, the companyâ€
s president and cofounder, describes the organizational elements that support the companyâ€s creative environment. For this Discussion, you will examine how and why you might implement these elements to your workplace.
For this post, first read the article by Ed Catmull (2008) Consider three organizational principles at Pixar that support a workplace environment where employees can implement creative solutions to problems. Then, choose one of these principles or another principle that you are familiar with that could be implemented at your organization or an organization you have worked for in the past.
With these thoughts in mind:
By Day 3
Post the following:
- A description of three organizational principles at Pixar that support a workplace environment where employees can implement creative solutions to problems.
- Choose one of these principles or another principle that you are familiar with that could be implemented at your organization or an organization which with you are familiar to improve creativity and the implementation of creative solutions. Explain why it would be beneficial to implement this principle at the organization you selected.
- Explain how you as a manager might implement this principle and how you would need to tailor it for the organization you selected. Support your conclusions with references from this weekâ€s Resources.
Required Readings
Document: Week 4 Weekly Briefing (PDF)
The Week 4 Weekly Briefing provides an essential introduction to the content and concepts that you will be studying during the week. After viewing the Weekly Introduction, the Week 4 Weekly Briefing should be your initial reading this week.
Grivas, C., & Puccio, G. J. (2012). The innovative team: Unleashing creative potential for breakthrough results.
- Chapter 20, “Developing Solutions” (pp. 215–224)
- Chapter 21, “Implementing Plans” (pp. 225–230)
Golovatchev, J., Budde, O., & Kellmereit, D. (2010). Technology and innovation radars: Effective instruments for the development of a sustainable innovation strategy and successful product launches. International Journal of Innovation and Technology Management, (7) 3, 229–236. Retrieved from: https://www.researchgate.net/publication/46510493_Technology_and_Innovation_radars_effective_Instruments_for_the_development_of_a_sustainable_innovation_strategy_and_successful_product_launches
The authors summarize sustainable innovation development within innovation projects in various industries (e.g., fixed and mobile telecommunications, high tech, and logistics). The article explains an approach using technology and innovation radars and a rating mechanism to evaluate innovation initiatives.
Catmull, E. (2008). How Pixar fosters collective creativity. Harvard Business Review, 86(9), 64–72.
Pixarâ€
Jouret, G. (2009). Inside Ciscoâ€
Have you ever heard of crowd sourcing? This is an innovative new method of problem-solving and product development in which a company presents a challenge to a large group of people and allows them all to develop a solution. By turning to unconventional groups of people to develop solutions, Cisco has created not only innovative products, but innovative management practices.
Howitt, M., & McManus, J. (2012). Stakeholder management: An instrument for decision making. Management Services, 56(3), 29-34.
This article shows how stakeholdersâ€
Long, S. (2010). The strategic implications of non-technical stakeholder acceptance in high technology system design and implementation. Human Systems Management, 29, 205-215.
In this study, the author examines the introduction of a complex software system with a group of non-technical, professional workers. Innovative change-management approaches are investigated.
Applegate, L. M. (2008). Stakeholder analysis tool (Harvard Business School Exercise No. 808–161).
This tool will allow you to analyze stakeholders using a stepped process. The tool includes an analysis chart, a stakeholder map, and an action-planning template.
Miller, P., & Wedell-Wedellsborg, T. (2013). The case for stealth innovation. Harvard Business Review, 91(3), 90–97.
Recognize this scenario? You have an idea for an innovative project, but you suspect that your idea will meet some resistance in the organization. If you were to move it through a standard process, other departments of the organization could stifle or side-track the idea. So what do you do? You could go straight to the top for support. That however, has its own set of risks. You might face a CEO who would give your pitch a five-minute read followed by a “no.” But if you do get support from the top, having to prove your ideas among top leaders might be risky. In this article, the authors propose a different way to get your idea off the starting block: Stealth innovation – bringing your ideas to life under the radar.
Steele, R., & Derven, M. (2015). Diversity & inclusion and innovation: A virtuous cycle. Industrial and Commercial Training, 47(1), 1–7.
Clarifies the reciprocal relationship between Diversity and Inclusion (D&I) and innovation to demonstrate how each may be effectively leveraged for the benefit of the other to help businesses grow.
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