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Index
CHAPTER 1 Defining Creativity Introduction Always Ask Yourself Why—Rather Than How Finding Wellsprings of Creativity Encourage Passion and Risk Taking Insightful Questions Challenge Your Commonsense Assumptions Formulating the Problem Implementing Creativity at Xerox Redefining Yourself Encourages Innovation SUMMARY CHAPTER 2 The Creativity Zone: Between Order and Chaos Self-Organized Creativity A State of Reasonable Disorder Is Essential to Creativity Order vs. Creativity Should You Change? Environmental Sensitivity CHAPTER 3 Thinking Creatively Building Synergy—The Need for Nonsense Expose Problems to Other Perspectives A Perspective on Creativity Cross-Fertilization Work in Areas Unrelated to Your Own Thinking Opposite If What You ’re Trying Doesn’t Work, Do the Opposite A Different Strategy Reverse Planning Thinking Outside the Box Thinking Outside the Box Exercise Checklist for Ways of Finding New Information CHAPTER 4 Finding New Solutions Transfer Knowledge from Other Disciplines Value Diversity of Knowledge Beer and Chips Find Direct Analogies to Your Problems Connecting Chips and Butterflies Lateral Thinking Tools Second Law of Thermodynamics Analogy CHAPTER 5 Using Darwin’s Four Forces to Generate Creative Thinking Darwin ’s Evolution Evolution and Creativity Create More Ideas Than You Can Possibly Need The Badger ’s Lesson The Other Three Forces Value Mutations The Logic of Diversity Genetic Drift To Innovate—Impose Isolation Creativity through Adversity If You Want Innovation, Create Manageable Adversity Stretch Goals and Innovation Creating Adversity Seek Quantum Improvements Create Adaptive Challenges Idea Flow A Double-Edged Sword CHAPTER 6 Operating Below the Zone: Confucianism’s Lessons for Management Create Structured Order Hierarchies and Pecking Orders There Is, Has Always Been, and Will Always Be Pecking Orders, So Create Good Ones Hierarchies and Poets Using the Power of the Pecking Order Show How the Rules (for Success) Have Changed New Hierarchical Motivators Teach and Reward Zigzagging CHAPTER 7 In the Zone: The Panda Principle’s Basics of Product and Process Innovation Lesson One: The Panda Principle Get There First Being Vigilant Be Sensitive to Small Changes in Your Environment What Are the Priorities? CHAPTER 8 Risk Taking, Innovation, and Product Development Keep Your Eye on the Ball Don ’t Accept the Status Quo Do You Feel Safe to Fail? Managerial Radicalism Risk Taking and the Status Quo Ask “What Should We Do?” Before Asking “How Are We Doing?’’ To Encourage Innovation, Separate Responsibility and Accountability Identify Long-Term Cost of the Status Quo Nurture Risk Taking Show Commitment and Caring to Employees Nurturing Philosophy Mentoring CHAPTER 9 Developing a Creative Workplace: Managing the Direction—Not the Details Bottom-Up Rules To Encourage Innovation, Develop Broad Basic Rules Rules That Encourage Creativity Create a Common Focal Point A Clear Identity Defining Who We Are Continually Clarify Your Focus Control and Creativity Provide Continual Feedback on Performance CHAPTER 10 Innovation through Technology: A Historical Lesson The Red Queen By-Products of the British Collapse Find Uses for Irrelevant Innovations Run—Very, Very Hard Nature ’s Lessons about Technology’s Evolution Cambrian Patterns Invest in Leapfrogging Technology Using Cambrian Logic Implement Lumpy Change Down with the Continual Improvement! Creating Cambrian Opportunities SUMMAR Y CHAPTER 11 Directing Relevant Innovation Efforts Clarify Why It ’s Important Inspire Individuals Measuring Innovation Innovation Must Relate to Key Success Variables Focus on Results-Oriented Objectives Understanding Trade-Offs Know Your Priorities and Trade-Offs CHAPTER 12 Leading Innovation Implementing Innovations RULE #1: Ask “What Are You Trying to Do?” RULE #2: Creating Trust and Buy-In—Begin at the Top RULE #3: Create Disciples/Followers RULE #4: Measure and Monitor “It” “ RULE #5: Create Dissatisfaction with the Status Quo 141 RULE #6: Visualize a Future State RULE #7: Tell People What Is in It for Them What Do You Want? RULE #8: Define the Results You Want Tying Compensation to Change Just-A-Little-Late Training CHAPTER 13 Techniques and Tools for Innovation Section I: Finding Your Creative Zone Exercise #1 “Mind Mapping” 147 Exercise #2 “Management-by-the-Fundamental Question” Exercise #3 “Formulating Creative Solutions” Exercise #4 “Discussion 66” Section II: Assessing Your Creativity Exercise #5 “The Innovative IQ. Survey” What “Your Innovative IQ Survey” Does Organizational Factors Section III: Implementing Innovations Exercise #6 “Dos and Don’ts of Change” Exercise #7 “How to Introduce Change—A Seven-Step Exercise Exercise #8 “Playing Cards for Change” Exercise #9 “Storyboarding” Section IV: Miscellaneous Exercise #10 “Introducing Innovations Using Project Teams”
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