Management of Ideas in the Creating Organization

Management of Ideas in the Creating Organization

by John E. Tropman
     
 

ISBN-10: 1567201687

ISBN-13: 9781567201680

Pub. Date: 08/30/1998

Publisher: ABC-CLIO, Incorporated

Tropman goes beyond the notion of the learning organization to propose the creating organization, an organization which sees that ideas—their initiation, development, and implementation—are the key resources for success in the 21st century. While three key resources are important to any organizations—money, people and ideas—the last has been

Overview

Tropman goes beyond the notion of the learning organization to propose the creating organization, an organization which sees that ideas—their initiation, development, and implementation—are the key resources for success in the 21st century. While three key resources are important to any organizations—money, people and ideas—the last has been developed the least. Everyone in the organization knows who handles the money; most people know who handles the people, but few know who handles the organizations' store of ideas. Indeed, as one executive said, Why should we have such a person; we have no ideas! As the environment moves ever faster, the long chains of command for getting art to part, from concept to customer are no longer tolerable. People closest to the problem have to solve the problem—and problem solving means having ideas about what is wrong, what can be done, and who should do it.

This book introduces the concepts of IdeaManangement and IdeaLeadership as central positions and functions for the 21st century organization. IdeaManagement will be one of the central pieces of the job description of the new manager. This involves not only the creation of the IdeaManager, but tasks that person to turn all of their employees into IdeaLeaders. IdeaLeadership must be a role broadly distributed so that everyone takes a turn at being an IdeaLeader. IdeaLeaders suggest, offer, propose, and point out new ways to do old things, new things than can be done with old ways, and new things that need to be done and need new ways. But no longer are IdeaLeaders going to be pushed to the edge of the organization and then eventually out of the organization. Rather they will become the central forces of the organization, and everyone else will be tasked with helping them implement the new ideas. The organization, then, will be idea-driven more than anything else. The ability to generate ideas and put them quickly into action will be the next competitive edge.

Product Details

ISBN-13:
9781567201680
Publisher:
ABC-CLIO, Incorporated
Publication date:
08/30/1998
Edition description:
New Edition
Pages:
280
Product dimensions:
6.00(w) x 9.00(h) x 0.75(d)

Table of Contents

Foreword by Gersh Morningstar

Preface

Ideas and Organizations/Organizations and Ideas

The Energy of Thought

The Forces for Change: Diversity, Speed, and Magnitude

The Five Cs Theory of IdeaLeadership and IdeaMangement

The Fatal Glass of Beer

Pernicious Procedures: Problems of Processing New Ideas

Corrosive Concepts: Drilling Holes in the Boat

Dangerous Decisions: A Race to the Bottom

Helping New Ideas Along Through Leading and Managing

IdeaLeadership and IdeaManagement

Leading and Managing Idea Generation and Storage: The Half-Baked Ideas Conference

The Seven I Idea

Helping Ideas Along Through Team and Decision Leadership and Management

Leading and Managing the Team Meeting Process

Leading and Managing the Team Meeting Process: Players on the Team/Actors in the Drama

Leading and Managing the Team Decision Process: Decision Rules

The Power of 11: From Art to Part—from Concept to Customer

Creating the Idea-Driven Self

Creating Idea-Driven Skills

Creating Idea-Driven Styles

Creating Organizational Subculture

Creating Idea-Driven Strategy

Creating Idea-Driven Structures

Creating Idea—Driven Systems

Creating Idea-Driven Staff

Staying Ahead of the Curve

Creating Change and Supporting Shift

References

Index

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