Innovative Intelligence : The Art and Practice of Leading Sustainable Innovation in Your Organization.

Intro -- Table of Contents -- Acknowledgments -- Preface -- A DESCRIPTION OF THE BOOK INNOVATIVE INTELLIGENCE -- Part One: Closing the Innovation Gap -- Part Two: Innovative Thinking -- Part Three: Making Innovation Happen -- WHO SHOULD READ THIS BOOK -- HOW TO READ THIS BOOK -- PART ONE: CLOSING THE INNOVATION GAP -- CHAPTER 1: THE INNOVATION GAP -- THE INNOVATION CHALLENGE -- WHAT IS INNOVATION? -- INNOVATIVE THINKING MAKES INNOVATION HAPPEN -- The Challenge to Innovate in the Knowledge Economy -- THE EVIDENCE IS IN- WE ARE UNDERACHIEVING -- What the Research Shows -- TRY IT ANOTHER WAY -- CONCLUSION -- CHAPTER 2: LEADING THROUGH COMPLEXITY -- WHY COMPLEX ISSUES ARE SO CHALLENGING -- COMPLICATED VS. COMPLEX ISSUES -- Leading Complicated Issues -- Leading Complex Issues -- COMMON MISTAKES -- CONCLUSION -- CHAPTER 3: ACCESSING INNOVATIVE INTELLIGENCE -- INTELLIGENCE: WHO KNOWS? -- Premise # 1: Humans Have Multiple Intelligences -- Premise # 2: Intelligences Exist in Potential until We Access Them -- Premise # 3: Context Determines whether Intelligence Potential Is Realized -- LEADERS REQUIRE THREE INTELLIGENCES -- LEADERS NEED TO THINK ABOUT THINKING -- CONCLUSION -- CHAPTER 4: ECLIPSE OF INNOVATIVE INTELLIGENCE -- ECLIPSE # 1: THE SCHOOL SYSTEM MADE ME DO IT -- Counterbalance the School System Infl uence by Anchoring an Alternative System at Work -- ECLIPSE # 2: THE ANALYTICAL INTELLIGENCE PARADOX -- Use Analytical Thinking as Part of the Approach to Innovative Thinking -- ECLIPSE # 3: IMPACT OF HIGH NEGATIVE STRESS -- Imprint the Innovative Thinking Process at the Limbic Level of the Brain -- CONCLUSION -- PART TWO: INNOVATIVE THINKING -- CHAPTER 5: INNOVATIVE THINKING: AN OVERVIEW -- CHARACTERISTICS OF AN EFFECTIVE INNOVATIVE THINKING MODEL -- KEY SUCCESS FACTORS FOR INNOVATIVE THINKING -- Use a Step-by-Step Innovative Thinking Process.

First Diverge, then Converge -- Balance Individual and Group Work in Teams and in Meetings -- Mitigate Risk within the Innovative Thinking Process -- Ensure an Effective Handoff between Discovery and Implementation Teams -- CONCLUSION -- CHAPTER 6: STEP 1: FRAMEWORK -- UNDERSTANDING FRAMEWORK -- THE CONTEXT -- THE " HOW TO . . . ?" QUESTION -- The " How to . . . ?" Questions Checklist -- THE BOUNDARIES -- Global, Specifi c, and " Must Do" Boundaries -- The Three Stages of Setting Boundaries -- The Difference between Boundaries and Obsolete Assumptions -- What to Do if an Owner Says There Are No Boundaries -- Using Boundaries is a Key Method to Manage Risk in Innovative Projects -- Avoid the " Thinking Out of the Box" Dilemma -- THE TYPE OF SOLUTION -- THE OWNER OR DECISION MAKER -- THE PROJECT CHARTER -- LEVERAGING THE THREE INTELLIGENCES IN THE FRAMEWORK STEP -- Augmenting Innovative Intelligence with Analytical Intelligence -- Augmenting Innovative Intelligence with Emotional Intelligence -- THE LEADER'S ROLES IN STEP 1: FRAMEWORK -- The Oversight Role -- The Accountability Role -- CONCLUSION -- CHAPTER 7: STEP 2: ISSUE REDEFINITION -- THE FIVE AREAS OF FOCUS IN ISSUE REDEFINITION -- Clarify Assumptions -- Map the System -- Break Down the Issue into Its Parts -- Gain Insight into Root Causes -- Validate the Redefi ned Issue with the Owner -- LEVERAGING THE THREE INTELLIGENCES IN THE ISSUE REDEFINITION STEP -- Augmenting Innovative Intelligence with Analytical Intelligence -- Augmenting Innovative Intelligence with Emotional Intelligence -- THE LEADER'S ROLE IN STEP 2: ISSUE REDEFINITION -- CONCLUSION -- CHAPTER 8: STEP 3: IDEA GENERATION -- IDEA GENERATION IS A RIGOROUS PROCESS -- STAGE 1: PREPARE THOROUGHLY -- Set the Objectives for the Session -- Select the Participants and Defi ne the Roles -- Arrange the Logistics for the Session.

STAGE 2: INTRODUCE THE PROCESS -- STAGE 3: GENERATE MANY IDEAS THROUGH DIVERGENCE -- Balance Individual and Group Contributions -- Clearly Separate Divergence and Convergence -- Balance Idea Collection and Free-Flowing Discussion -- Bypass Self-Censorship during the Divergence Stage -- STAGE 4: DISCOVER MEANINGFUL SOLUTIONS THROUGH CONVERGENCE -- Part 1: Individual work -- Part 2: Group display -- Part 3: Group generation of preferred solutions -- WORKING ALONE ON IDEA GENERATION -- LEVERAGING THE THREE INTELLIGENCES IN THE IDEA GENERATION STEP -- Augmenting Innovative Intelligence with Analytical Intelligence -- Augmenting Innovative Intelligence with Emotional Intelligence -- THE LEADER'S ROLE IN STEP 3: IDEA GENERATION -- CONCLUSION -- CHAPTER 9: STEP 4: IMPLEMENTATION PLANNING -- STAGE 1: CONFIRM THE PREFERRED IDEA -- Identify the Best Team for Implementation Planning -- Confi rm the Best Ideas -- STAGE 2: ENGAGE IN RISK ANALYSIS AND DEVELOP MITIGATING STRATEGIES -- Identify the Actual and Potential Weaknesses of the Top Idea -- Identify the Risks Attached to the Idea -- Improve the Idea -- STAGE 3: PRESENT THE INNOVATIVE SOLUTION FOR APPROVAL -- Plan the Presentation -- Present the Innovative Idea Using the Decision Presentation Document -- STAGE 4: ENSURE AN EFFECTIVE HANDOFF TO THE TEAM THAT FOCUSES ON CHANGE IMPLEMENTATION -- LEVERAGING THE THREE INTELLIGENCES IN THE IMPLEMENTATION PLANNING STEP -- Augmenting Innovative Intelligence with Analytical Intelligence -- Augmenting Innovative Intelligence with Emotional Intelligence -- THE LEADER'S ROLE IN STEP 4: IMPLEMENTATION PLANNING -- CONCLUSION -- PART THREE: MAKING INNOVATION HAPPEN -- CHAPTER 10: MAKING INNOVATION HAPPEN: AN OVERVIEW -- FOUR ESSENTIAL ORGANIZATIONAL ENABLERS TO MAKE INNOVATION HAPPEN -- Leading Innovation -- Culture of Innovation -- Organizational Practices for Innovation.

The Innovation Plan -- SUSTAINING INNOVATION -- CONCLUSION -- CHAPTER 11: LEADING INNOVATION -- LEADING SELF -- Effective Leaders Need to Think Holistically -- Effective Leaders of Innovation Need to Have a Horizontal View -- Effective Leaders of Innovation Need to Leverage Conversations -- LEADING INNOVATION TEAMS -- LEADING INTACT WORK UNITS -- Leverage the Added Value of Teams -- Encourage and Model the Use of Innovative Thinking -- Understand When to Focus on Innovation and When to Focus on Stability -- Ensure That Leaders at All Levels Are Ready for Innovation -- LEADING ENTERPRISES FOR INNOVATION -- Model the Way of Innovative Thinking on the Executive Team -- Promote Innovative Executive Leaders to the Senior Executive Levels -- Ensure Key Organizational Levers Support Innovation -- Remove Barriers to Innovation -- Create and Sustain Momentum for Innovation -- CONCLUSION -- CHAPTER 12: CULTURE OF INNOVATION -- WHAT IS CULTURE? -- How Is Culture Formed? -- HOW A CULTURE CAN SUPPRESS INNOVATION -- WHAT IS A CULTURE OF INNOVATION? -- Everyone understands the organizational direction -- Innovation Is a Priority -- Executive Team Models Innovative Thinking and Innovative Practices -- Open and Honest Communication and Trusting Relationships -- Effective Cross-Functional Teams That Encourage Diverse Viewpoints -- Leaders Engage in Risk-Taking Focused on Delivering Value -- Balance Innovative Thinking with the Discipline to Implement Solutions -- HOW AN EXISTING CULTURE CAN BE TRANSFORMED INTO A CULTURE OF INNOVATION -- Step 1: Defi ne the Urgency and Vision for the Desired Culture of Innovation -- Step 2: Analyze the Current Culture and Identify Priority Gaps -- Step 3: Reinforce Priority Cultural Assumptions That Are Consistent with a Culture of Innovation.

Step 4: Change Priority Cultural Assumptions That Are Inconsistent with a Culture of Innovation -- Step 5: Take Action and Continuously Reinforce the Desired Culture -- HOW TO DEVELOP A LEADERSHIP CULTURE OF INNOVATION -- CONCLUSION -- CHAPTER 13: ORGANIZATIONAL PRACTICES FOR INNOVATION -- EXECUTIVE-LEVEL ORGANIZATIONAL PRACTICES -- Structure -- Decision Making -- Risk Management -- Internal Communication -- Executive-Level Projects -- ORGANIZATIONAL PRACTICES IN CORE FUNCTIONAL AREAS -- Operations or Manufacturing -- Product Management -- Purchasing -- Marketing -- Sales -- Customer Service -- Research and Development- R&amp -- D -- ORGANIZATIONAL PRACTICES IN SUPPORT FUNCTIONAL AREAS -- Human Resources ( HR) -- Information Technology ( IT) -- Finance -- Strategic Planning -- Legal -- Project Management Offi ce ( PMO) -- INNOVATION-SPECIFIC ORGANIZATIONATIONAL PRACTICES -- Level 1: Employee Suggestions or Idea Management Programs -- Level 2: Learning and Development for Innovative Thinking -- Level 3: Dedicated Innovation Resources -- Level 4: Offi ce of Innovation -- Level 5: Chief Innovation Offi cer ( CIO) -- CONCLUSION -- CHAPTER 14: THE INNOVATION PLAN -- GUIDING PRINCIPLES FOR AN INNOVATION PLAN -- KEY ELEMENTS OF AN EFFECTIVE INNOVATION PLAN -- Element 1: Business Objectives -- Element 2: Background and Environment -- Element 3: Boundaries for Innovation -- Element 4: Strategies and Focus for Innovation -- Element 5: Possible Actions and Tools -- Element 6: Sustaining Efforts -- Element 7: Measuring the Impact of the Innovation Plan -- HOW TO DEVELOP THE INNOVATION PLAN AND WHO SHOULD LEAD IT -- WHEN SHOULD AN INNOVATION PLAN BE DEVELOPED? -- PULLING IT ALL TOGETHER -- Index -- About the Authors.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.