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Index
Cover
Contents
Title
Copyright
Dedication
Introduction: Creative People Must Be Stopped!
Chapter 1: The Context of Innovation: Why Everyone Wants Innovation but No One Wants to Change
Why Does Innovation Fail?
How to Use This Book
Summary
Chapter 2: Why Most of Us Are More Creative Than We Think: Individual Innovation Constraints
Are Innovators Born or Made?
Perception Constraints: Looking Without Seeing
Overcoming Perception Constraints
Intellection Constraints: Old Thought Patterns for New Problems
Overcoming Intellection Constraints
Expression Constraints: Difficulty Articulating Your Ideas
Overcoming Expression Constraints
Putting the Framework to Work: Individual Constraints
Summary
Chapter Reflection: Individual Constraints
Chapter 3: Why a Brainstorm Meeting Can Be Worse Than No Meeting at All: Innovation Constraints in Groups
Two Brains Are Better Than One—Except When They Aren’t
Emotion Constraints: Ego and Social Status
Overcoming Emotion Constraints
Culture Constraints: Cohesion and Meaning
Overcoming Culture Constraints
Environment Constraints: Comfort Versus Collaboration
Overcoming Environment Constraints
Process Constraints: Directing Members’ Behavior
Overcoming Process Constraints
Putting the Framework to Work: Group Constraints
Summary
Chapter Reflection: Group Constraints
Chapter 4: Why You’ll Never Be a Prophet in Your Hometown: Organizational Innovation Constraints
Do “Innovation” and “Organization” Belong in the Same Sentence?
Strategy Constraints: Knowing the Intent
Overcoming Strategy Constraints
Structural Constraints: Efficiency and Control
Overcoming Structural Constraints
Resource Constraints: Capital and Capabilities
Overcoming Resource Constraints
Putting the Framework to Work: Organizational Constraints
Summary
Chapter Reflection: Organizational Constraints
Chapter 5: If It’s Such a Great Idea, Why Isn’t Our Competitor Doing It? Industry Innovation Constraints
Driving Competition with Innovation or Innovation with Competition?
Competition Constraints: Innovation as a Last Resort
Overcoming Competition Constraints
Supplier Constraints: No Organization Is an Island
Overcoming Supplier Constraints
Market Constraints: Everybody Wants It Cheaper—and Faster and Better
Overcoming Market Constraints
Putting the Framework to Work: Industry Constraints
Summary
Chapter Reflection: Industry Constraints
Chapter 6: Why My Innovation Means You Have to Change: Societal Innovation Constraints
Can We Choose to Change Society?
Values and Identity Constraints: I Like Who I Am
Overcoming Values and Identity Constraints
Social Control Constraints: Self-Protection and Regulating Behavior
Overcoming Social Control Constraints
History Constraints: The Past Isn’t Dead—It Isn’t Even Past
Overcoming History Constraints
Putting the Framework to Work: Societal Constraints
Summary
Chapter Reflection: Societal Constraints
Chapter 7: How to Take a Really Hard Problem and Make It Completely Impossible: Technological Innovation Constraints
What’s Hard About Manipulating Matter, Time, and Space
Physical Constraints: Knowing What You Know (and What You Don’t)
Overcoming Physical Constraints
Time Constraints: Having Time and Making Time
Overcoming Time Constraints
Natural Environment Constraints: Altering Landscapes
Putting the Framework to Work: Technological Constraints
Using the Results
Summary
Chapter Reflection: Technological Constraints
Chapter 8: When Failure Is Not an Option: Leading an Innovation Strategy
Show Me the Money: Constraints on the Adoption of Innovations
Managing or Leading Innovation?
The Innovative Organization
Creative People Must Be Stopped!
Appendix A: Using the Assessment Results
Appendix B: Innovation Team Contract Guidelines
Appendix C: An Innovation Bookshelf
References
Acknowledgments
About the Author
Index
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