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By
Australian Business Limited and
Australian Commonwealth ITR
Department.
Adapted by
Dean Prebble, Prof. Howard
Frederick, and
Vadim, Ten3 NZ
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Believing in Your People
People tend to rise on the occasion that someone truly believes in
them. A preacher once said if you place an A on a person's
head they will give you an A, but if you put a C on their forehead they will
give you a C, no higher.
Many times people are looking for someone to be
interested in them and hold accountability to. When they find this
individual they will produce. It is essential during a cultural
transformation that each person in the firm has someone that believes in
them and is counting on them to
succeed.
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Communication
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Communication is absolutely essential to give birth to a
creative workplace
in a mature, seasoned culture. In fact creativity in communication is key
to implementing a culture rebirth. As we have mentioned, major
changes in organizations
often evokes resistance based on fear.
" Teamwork is a make or break
situation.
Either you help make it or the lack of it will break you."
~
Kris A. Hiatt
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Winning Team:
7 Elements  |
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Accommodating Personal Idiosyncrasies
Accommodating personal idiosyncrasies may help the creative mind to
flourish. Whether it be eating a candy bar at a meeting, a brainstorm
session in the wilderness or taking off all day and writing the proposal
between 1 and 7 am people must have freedoms to create and produce how and
where they want. If firms permit their employees to create the plan to get
from A to Z rather than dictate each step in the process they just may spur
an otherwise average employee to new heights of
creativity and
accomplishment.
Positively Influencing Intrinsic Motivation
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Intrinsic
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motivation
highly correlates with
increased creativity levels. High-level
encouragement toward innovation, immediate supervisor encouragement,
autonomy and sense of control, optimal challenges, and tasks matched to
interests all positively influence intrinsic motivation. Therefore, firms
should seek to have their employees
do what they love and love what they
do. For businesses the first involves matching work well around an
employee's expertise. The latter involves creating the environment that
will allow employees to retain the intrinsic motivational focus, while
supporting their exploration of new ideas.
→
The Jazz of Innovation:
11 Guiding
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3 Strategies of
Market Leaders
Harvesting Emotional Energy
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Values give meaning to people's lives. Organisational
performance is
directly related to its ability to tap into its human potential. For many
people work is one of the most important ways they are able to give
expression to who they are in their search for fulfilment. When a person
works for a firm whose values mirror those of their own they will respond by
fulfilling their potential and tapping into their deepest levels of
creativity. Align your
mission statement under a clear set of humane values and through living
those values your
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corporate culture will harvest the
emotional energy and
the
creative potential of your employees.
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Freedom to
Fail
and
Changing Pace Quickly
Many companies are extremely cautious not to make errors and some are so
shielding that they spend enormous amounts of money, time and human effort
to research plans thoroughly in an effort to avoid mistakes.
Yet case
studies in business schools show us time and time again that regardless of
this effort mistakes are bound to happen.
→
Noble Failure
In addition, the
accelerated pace of change and current ease of new entrants to new markets
due to technological advantages leave no time for companies to research
every possible in and out.
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For example, by the time that IBM and
Compaq decided to create an online sales strategy it was too late. In fact
IBM and Compaq did not seem to notice when
Dell decided to sell computers
over the Internet. How could this be? Well people develop habits. They have
emotions. They become blind to things that become familiar. They have
their own unique points of view. These factors produce cultures and
dynamics that paralyse efforts to do something new. Including looking at
small start up firms, like Dell, as a competitive threat and making a quick
jump to new, innovative technology.
Clearly freedoms
must now, more than ever, be in place to allow employees to
change strategies quickly and without scrutiny. Doing more with
less,
in less time, is now a survival necessity for firms of all sizes.
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Failure
as a Stepping Stone To Success
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