Innovative Intelligence,

Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. This book shows you how to close the innovation gap by making individuals and organizations systematically and sustainably innovative. You will learn how to embrace a culture of innovation and make it permeate every level of the organization. You will find a clear road map and practical tools to redefine your workplace's culture, identify and tap into the existing innovative intelligence, and develop leaders who can close the innovation gap for greater business success.

Autorentext

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and Human Resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David's current university positions include Affiliate Professor at the Rotman School of Management of University of Toronto, and Senior Research Fellow of Queen's University. David is a sought-after keynote speaker who has presented at over 200 conferences and is the author or co-author of four best-selling business books: Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). For more information, visit www.weissinternational.ca.

Claude P. Legrand is the founder and President of Ideaction Inc., a consulting firm which specializes in sustainable innovation. For over 20 years he has been one of North America's leading experts in practical innovation and is an acclaimed and frequent conference presenter. He leads a team of experienced consultants who help organizations become innovation-capable and deliver major innovation projects. In 2007, he was the founding Program Director of the Centre of Excellence in Innovation Management at the Schulich Executive Education Centre. For more information, please visit www.ideaction.net.

Inhalt
Acknowledgments xi

Preface xv

A Description of the Book Innovative Intelligence xvii

Who Should Read This Book xx

How to Read This Book xxi

Part One: Closing the Innovation Gap 1

Chapter One: The Innovation Gap 3

The Innovation Challenge 4

What Is Innovation? 5

Innovative Thinking Makes Innovation Happen 7

The Evidence Is inWe Are Underachieving 9

Try It Another Way 14

Conclusion 16

Chapter Two: Leading Through Complexity 17

Why Complex Issues Are So Challenging 18

Complicated vs. Complex Issues 20

Common Mistakes 25

Conclusion 29

Chapter Three: Accessing Innovative Intelligence 31

Intelligence: Who Knows? 32

Leaders Require Three Intelligences 35

Leaders Need to Think About Thinking 41

Conclusion 44

Chapter Four: Eclipse Of Innovative Intelligence 47

Eclipse #1: The School System Made Me Do It 47

Eclipse #2: The Analytical Intelligence Paradox 51

Eclipse #3: Impact of High Negative Stress 54

Conclusion 60

Part Two: Innovative Thinking 61

Chapter Five: Innovative Thinking: An Overview 63

Characteristics of an Effective Innovative Thinking Model 64

Key Success Factors for Innovative Thinking 67

Conclusion 77

Chapter Six: Step 1: Framework 79

Understanding Framework 81

The Context 82

The How To . . .? Question 83

The Boundaries 88

The Type of Solution 92

The Owner or Decision Maker 96

The Project Charter 97

Leveraging the Three Intelligences in the Framework Step 99

The Leader's Roles in Step 1: Framework 102

Conclusion 105

Chapter Seven: Step 2: Issue Redefinition 107

The Five Areas of Focus in Issue Redefinition 108

Leveraging the Three Intelligences in the Issue

Redefinition Step 119

The Leader's Roles in Step 2: Issue Redefinition 120

Conclusion 121

Chapter Eight: Step 3: Idea Generation 123

Idea Generation Is a Rigorous Process 125

Stage 1: Prepare Thoroughly 126

Stage 2: Introduce the Process 132

Stage 3: Generate Many Ideas through Divergence 134

Stage 4: Discover Meaningful Solutions through Convergence 141

Working Alone on Idea Generation 143

Leveraging the Three Intelligences in the Idea Generation Step 144

The Leader's Role in Step 3: Idea Generation 145

Conclusion 146

Chapter Nine: Step 4: Implementation Planning 147

Stage 1: Confirm the Preferred Idea 148

Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies 151

Stage 3: Present the Innovative Solution for Approval 157

Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation 159

Leveraging the Three Intelligences in the Implementation Planning Step 160

The Leader's Role in Step 4: Implementation Planning 161

Conclusion 162

Part Three: Making Innovation Happen 165

Chapter Ten: Making Innovation Happen: An Overview 167

Four Essential Organizational Enablers to

Make Innovation Happen 169

Sustaining Innovation 173

Conclusion 175

Chapter Eleven: Leading Innovation 177

Leading Self 179

Leading Innovation Teams 184

Leading Intact Work Units 187

Leading Enterprises for Innovation 193

Conclusion 199

Chapter Twelve: Culture Of Innovation 201

What Is Culture? 203

How a Culture Can Suppress Innovation 205

What Is a Culture of Innovation? 206 <p...