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An orientation to work that encourages and reinforces creativity and innovation depends on the perspective of the observer or investigator.
When considering the benefits and drawbacks of each of these two poles of the spectrum of approaches to work, the key to understanding perspective-taking may simply be whether a problem has already been solved and a process has grown up around that problem, or whether a problem exists for which a solution has not been found or a process is so unsatisfactory that it warrants improvement.
It seems that the two positions reflect different stages of research, development, and implementation. However, the question still begs: That is to say that a clear and overarching vision cannot be achieved without a mindset that exhibits a willingness to question the rules and seek a deeper understanding than simply conforming to a process, particularly when the process seems to have taken on a life of its own.
There is a fundamental tension in an entrepreneurial endeavor that can perhaps be expressed as the idea of reach: Discovery and improvement are, at the most basic level, chains of actions or behaviors that lead to some, hopefully important, change.
Babineaux and Krumboltz posed a contrarian theory that suggests the fast track to innovation is best paved by fast failure.
In their book, Fail Fast, Fail Often: This type of trajectory can produce the quickest success, and perhaps the highest quality, the author pair argue, since the process enable a creative spewing that gets the obvious, obscure, and nascent mistakes out on the table in short order: Yet, the heart of Six Sigma is that a perfected process is the end goal, and that everything else must coalesce around a previously defined and practically error-free process.
It is difficult to reconcile the fundamental proposition of Six Sigma with an entrepreneurial spirit driven by the search for innovation. Programmed and Non-Programmed Decisions Reductionist models of decision-making are often seen to use the dichotomy of programmed and non-programmed decisions.
Programmed decisions can be further explained by these circumstances: This is particularly true when decisions lead followers outside of their comfort zones and away from their quotidian work habits, some of which may be strengthened by highly controlling processes and inherited mindsets, such as might be experienced in an environment that emphasizes Six Sigma.
It is the vital energy to make choices and decisions. It also includes the capacity to overcome deeply embedded habits and to cultivate higher, more effective ones" Covey, It is readily apparent that the rational approach to decision-making is a good fit with the statistical control processes which are designed to eliminate human error and human whimsy.
Entrepreneurial thinking aligns well with bounded rationality, in that, innovative thinkers are not concerned with moving through a long list of possible alternatives, nor are they concerned with being able to appreciate and understand the universe of possibilities.
Accepting the idea of one good fit as opposed to the very best possible fit is a position that enables innovators to move forward: While this garbage can model may seem like a situation that can only lead to chaos and inefficiency, there is an element of chance that elevates the model.
Consider the power of disruptive inventions: Rather, entrepreneurs are viewed as individuals who have a fairly specific idea and run with it. Indeed, the history of invention is packed with examples of happy, accidental discoveries that occurred while an inventor was preoccupied by some other problem or consideration.
The idea of devoting time to researching and developing an idea that is of personal interest to an employee is popular, with companies like Google adapting the concept to fit their culture and operations. While employees are likely to appreciate the idea, it is unlikely that it would continue within an organization or be replicated in other businesses if it did not bear fruit, so to speak.
The occasion for these types reserved and respected discovery times has to come from leaders. As DeMarco, put it, "Daydreaming is not the antithesis of work; on the contrary, creative problem solving requires it. Inherent in this type of decision-making is the acceptance of risk taking as a way of operating and an understanding that failure will occur.
Time spent daydreaming and thinking about problems and solutions pays bigger dividends than time spent looking busy for supervisors and middle managers.Creative efficiency.
If efficiency is the goal, there are creative ways a company can try to be more efficient.
Efficient creativity. If creativity is the goal, there are ways to accelerate the time to get funding, to explore ideas, and for moving ideas from incubation, to production. 3M's Conundrum of Efficiency and Creativity. Well-known innovative companies, like Minnesota Mining and Manufacturing (3M), that are successful share at least four fundamental characteristics: (1) Putting people and ideas at the heart of the management philosophy/5(K).
heartoftexashop.comp://heartoftexashop.com heartoftexashop.com heartoftexashop.com org. 3m's Conundrum of Efficiency and Creativity Introduction 3M is an innovative and creative company that flourished since with the invention of masking tape and . This is the essence of 3M's efficiency and creativity conundrum.
The idea of devoting time to researching and developing an idea that is of personal interest to an employee is popular, with companies like Google adapting the concept to fit their culture and operations. heartoftexashop.com ® Categories Business & Finance Business and Industry Management and Supervision Business Ethics How would you describe 3m's efficiency and creativity conundrum?
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