Download Creativity (Express Exec) by Michel Syrett PDF
By Michel Syrett
Quick music path to fostering and exploiting an artistic dynamic in any organisationCovers the major components of inventive group operating and brainstorming, best initiatives with an inventive output, determining and backing successful rules and motivating and lucrative staffExamples and classes from many of the world's such a lot artistic companies, together with AOL Time-Warner, BMW, IDEO and Nortel Networks, and ideas from the neatest thinkers, together with Edward de Bono, Gary Hamel, Richard Pascale and W. Chan KimIncludes a thesaurus of key thoughts and a finished assets consultant
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As early as 1994, a survey on expatriate management in Asia by the Economist Intelligence Unit indicated that the leading reason companies were moving staff around the region was to form multicultural project teams. ’’ Now, as The Innovative Individual highlights, it is to develop truly international products or services. Western employers are able to do this at home as well as abroad, because inter-community movement has (subject to any crackdown on immigration that might occur as a result of the events of September 11, 2001) strengthened the diaspora that have often been a powerhouse of innovation around the world, most notable the overseas and largely Cantonese diaspora that have spread to Australasia and North America and the Bengali and Punjabi diaspora that have spread to East Africa and the UK.
The participants have to be intellectually engaged and they will only be so if they feel the work of the group places them on the line. ‘‘Creativity and adaptation are born of tension, passion, and conflict,’’ says Californian guru Richard Pascale. ‘‘Contention does more than make us creative. ’’ The sense of it is what matters. Sometimes the work of the group is so obviously linked to a matter of life or death that nobody needs to be told. The crisis management team that managed the benzene contamination crisis at Perrier in 1987 knew perfectly well that the survival of the company depended on what they did.
Bullet-point summaries are banned and writers are encouraged to use a narrative style that captures the excitement and lateral-minded spirit that motivated team members and supplier-client partnerships. ‘‘Maybe our story-intensive culture is just an accident but we don’t think so,’’ says Gordon Shaw, the executive director who pioneered the changes.