Innovative Intelligence The Art and Practice of Leading Sustainable Innovation in Your Organization.

Mostrar otras versiones (1)
Detalles Bibliográficos
Autor principal: Weiss, David S.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2011.
Colección:New York Academy of Sciences Ser.
Temas:
Electronic books.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Table of Contents
  • Acknowledgments
  • Preface
  • A DESCRIPTION OF THE BOOK INNOVATIVE INTELLIGENCE
  • Part One: Closing the Innovation Gap
  • Part Two: Innovative Thinking
  • Part Three: Making Innovation Happen
  • WHO SHOULD READ THIS BOOK
  • HOW TO READ THIS BOOK
  • PART ONE: CLOSING THE INNOVATION GAP
  • CHAPTER 1: THE INNOVATION GAP
  • THE INNOVATION CHALLENGE
  • WHAT IS INNOVATION?
  • INNOVATIVE THINKING MAKES INNOVATION HAPPEN
  • The Challenge to Innovate in the Knowledge Economy
  • THE EVIDENCE IS IN- WE ARE UNDERACHIEVING
  • What the Research Shows
  • TRY IT ANOTHER WAY
  • CONCLUSION
  • CHAPTER 2: LEADING THROUGH COMPLEXITY
  • WHY COMPLEX ISSUES ARE SO CHALLENGING
  • COMPLICATED VS. COMPLEX ISSUES
  • Leading Complicated Issues
  • Leading Complex Issues
  • COMMON MISTAKES
  • CONCLUSION
  • CHAPTER 3: ACCESSING INNOVATIVE INTELLIGENCE
  • INTELLIGENCE: WHO KNOWS?
  • Premise # 1: Humans Have Multiple Intelligences
  • Premise # 2: Intelligences Exist in Potential until We Access Them
  • Premise # 3: Context Determines whether Intelligence Potential Is Realized
  • LEADERS REQUIRE THREE INTELLIGENCES
  • LEADERS NEED TO THINK ABOUT THINKING
  • CONCLUSION
  • CHAPTER 4: ECLIPSE OF INNOVATIVE INTELLIGENCE
  • ECLIPSE # 1: THE SCHOOL SYSTEM MADE ME DO IT
  • Counterbalance the School System Infl uence by Anchoring an Alternative System at Work
  • ECLIPSE # 2: THE ANALYTICAL INTELLIGENCE PARADOX
  • Use Analytical Thinking as Part of the Approach to Innovative Thinking
  • ECLIPSE # 3: IMPACT OF HIGH NEGATIVE STRESS
  • Imprint the Innovative Thinking Process at the Limbic Level of the Brain
  • CONCLUSION
  • PART TWO: INNOVATIVE THINKING
  • CHAPTER 5: INNOVATIVE THINKING: AN OVERVIEW
  • CHARACTERISTICS OF AN EFFECTIVE INNOVATIVE THINKING MODEL
  • KEY SUCCESS FACTORS FOR INNOVATIVE THINKING
  • Use a Step-by-Step Innovative Thinking Process
  • First Diverge, then Converge
  • Balance Individual and Group Work in Teams and in Meetings
  • Mitigate Risk within the Innovative Thinking Process
  • Ensure an Effective Handoff between Discovery and Implementation Teams
  • CONCLUSION
  • CHAPTER 6: STEP 1: FRAMEWORK
  • UNDERSTANDING FRAMEWORK
  • THE CONTEXT
  • THE " HOW TO . . . ?" QUESTION
  • The " How to . . . ?" Questions Checklist
  • THE BOUNDARIES
  • Global, Specifi c, and " Must Do" Boundaries
  • The Three Stages of Setting Boundaries
  • The Difference between Boundaries and Obsolete Assumptions
  • What to Do if an Owner Says There Are No Boundaries
  • Using Boundaries is a Key Method to Manage Risk in Innovative Projects
  • Avoid the " Thinking Out of the Box" Dilemma
  • THE TYPE OF SOLUTION
  • THE OWNER OR DECISION MAKER
  • THE PROJECT CHARTER
  • LEVERAGING THE THREE INTELLIGENCES IN THE FRAMEWORK STEP
  • Augmenting Innovative Intelligence with Analytical Intelligence
  • Augmenting Innovative Intelligence with Emotional Intelligence
  • THE LEADER'S ROLES IN STEP 1: FRAMEWORK
  • The Oversight Role
  • The Accountability Role

Ejemplares similares