Articles archive
Foreword to the 5th Edition - 2000An intelligent word processing package fed with the two words 'create' and 'executive' would most probably produce some variant on the mantra - 'the prime responsibility of executives is to create shareholder value'. The straitjacket of short-term financial returns inhibits businesses fulfilling their potential, and it deprives employees of the opportunity to find personal satisfaction in their work. I therefore welcome the theme of this publication that creativity should be an essential element of executive education. Author: Sir Stuart Hampson, Chairman, John
Lewis Partnership Introduction to the 5th Edition - 2000Back in the late 1960s and early 1970s a number of original thinkers such as Peter Drucker, Daniel Bell and Alvin Toffler drew attention to certain emerging trends that were going to result in radical changes to the structure of Western industrial economies and society. Philip Sadler, Consultant Editor and Former
Principal of Ashridge Management College Encouraging Creative ThinkingIn order to develop innovative products, services or procedures, organizations must encourage their employees to become more creative. One method of undertaking this is to utilize creative problem-solving techniques (VanGundy, 1992; Von Oech, 1983; Carr, 1994; de Bono, 1992; Robinson and Stern, 1997). There are numerous types of creative problem-solving techniques. VanGundy (1992) has classified these into techniques that are used by individuals and those that are utilized by groups. In addition, he has also divided them into techniques that use related stimuli and those that use unrelated stimuli. Perhaps the most popular technique is that of brainstorming, where group members communicate ideas to the facilitator who writes them down on a board or flip chart. Author: Elspeth McFadzean, Henley Management
College,Henley-on-Thames, UK Innovation And Creativity In Organizations: A Review Of The Implications For Training And DevelopmentKeeping up with the means of improving performance is becoming an essential part of every training professional's responsibilities. Information is important not only for oneself, but also, through its application and impact on training programmes for others. In recent time, training development professionals have encountered an explosion of management tools, such as: reengineering, total quality management, agile strategies, virtual corporations, benchmarking, de-layering and flattened hierarchies. The explosion is propelled by the demands of increasingly competitive markets and the needs of organizations to improve their competitive advantage in these markets. In response, companies can reduce costs, improve quality, increase productivity or effect innovation. However, the changes introduced by most companies commonly addressed the first three of these factors and less often, the last. Author: Ian Roffe, Director of Centre for Enterprise,
University of Wales, Lampeter, UK Notes On CreativityThe climate in which business is done has changed, is changing and will continue to change, at incredible speed, driven by technology. It is this speed of change that has resulted in putting creativity high on the list of desirable features for business. However, there are different levels of creativity and it is necessary to be clear on what a company needs if disappointment is to be avoided. Author: Kim James, PhD, Partner, Iconcius Ltd,
(formerly Psi International) What Blocks Creativity? A Managerial Perspective.The creative talents of people are a valuable resource for an organization. The mind is the source of 'human leverage'. The creative genius of people provides opportunity for leverage of human capital. Leaders and managers face the challenge of releasing, nurturing, and focusing the creative talents of individuals to achieve desired effect. Authors: John C Groth, Texas A&M University,
John Peters, Lovingstone Bell & Associates, Calgary
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