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Operating in a time of rapid and seemingly relentless change, today's healthiest organizations have the ability to continuously renew themselves and thrive in a challenging environment. They are the ones that know how to harness the turbulence all organizations encounter and use it as a catalyst for creativity and innovation. They are the companies that will succeed in the long term. And your company can be among them.As an expert on corporate change and advisor to leading organizations around the world, author Stanley Gryskiewicz has spent nearly thirty years observing and evaluating a variety of corporate cultures. Those that are most effective, he's found, are invariably those in which creativity and innovation are allowed to flourish. Over the years, Gryskiewicz has witnessed and often helped devise the many strategies and processes companies have employed to deliberately establish energetic, creative cultures. And now he's distilled the most successful of those approaches into a dynamic process of cultural change he calls Positive Turbulence.Positive Turbulence begins with the recognition that change is inevitable. It then provides ways to keep change manageable and apply it to an organization's strategic advantage. Asserting that creativity need not be random, Gryskiewicz outlines a proactive process for bringing new information into an organization, making sense of it, and translating it into novel ideas that are both useful and actionable. Along the way, he relates specific strategies that individuals, teams, and organizations can use to increase their receptivity to Positive Turbulence and employ it effectively.The author illustrates his points with a variety of examples from history, from organizations large and small, even from jazz groups. He also provides real-world examples of how Norfolk Southern, Hallmark, and 3M have each used Positive Turbulence to build continuous renewal into their cultures. In short, Gryskiewicz gives you all of the infor
Positive Turbulence begins with the recognition that change is inevitable. It then provides ways to keep change manageable and apply it to an organization's strategic advantage. Asserting that creativity need not be random, Gryskiewicz outlines a proactive process for bringing new information into an organization, making sense of it, and translating it into novel ideas that are both useful and actionable.
Browse through the business section of almost any bookstore, and you are bound to find dozens of books on creativity and its offspring, innovation. Read any business journal or news magazine, and you are likely to find articles on these subjects appearing with a predictable regularity. The reason is that creativity and innovation have been found to be the cornerstones of healthy organizations that are ready for reinventing themselves. Organizations do this by being relevant to changing markets and making use of new technology. I call this process renewal.
1. The Case for Positive Turbulence.
2. The Dynamics of Positive Turbulence.
3. Strategies for Increasing Receptivity to Positive Turbulence.
4. Strategies for Developing Positive Turbulence in Teams.
5. Strategies for Managing Positive Turbulence.
6. Positive Turbulence in Action.
Appendix A: Selected Resources.
Appendix B: Targeted Innovation.