Recognize and reward creativity
One of the major organizational problems that arise to all managers in these troubled times of change is knowing how to motivate or be able to retain employees.
To learn how to manage change, how to help people, how to develop and how to redraw the organizations to achieve amazing results is a concern for any champion in organizations.
And to be a champion means be aware of the symptoms of the evils of the organizations and their context in a way to avoid acute problems. Be champion is always to seek a good definition of the problems, a situation facilitated by a DT approach:
“Design thinking is about creating a culture to encourage creativity and radical collaboration (by bringing group members with different backgrounds and specializations to work together to solve problems).
But collaborate is not a thing to be normative by the law! To collaborate is a voluntary act that requires energy to overcome many barriers.
“Cultural barriers to Design thinking which include personal blocks in the organization like semantic gaps where people use same words to mean different things and they also use different words to mean the same thing which leads to confusion.”
But, to collaborate only means one thing! Means putting human values in the center and focus our efforts on creating learning experiences that transform the maintenance of status quo in the production of creative solutions.
This is a warning to all those responsible for “Human Resources”, which for too long has filled his professional life with the sounds of dismay produced by a culture that always favors the reward for doing well the established to the detriment of creativity.
The characteristic passivity of so-called Human resources departments as an integral part of the organizations has been the dominant feature in this conquest of talents. Now people involved in these departments are confronted with more dynamic business environments and with several implications in terms of hiring, evaluations, rewards and recognition systems.
In this sense they will assume is true role that is to lead people who feel they have the will, who are capable, who are creative and who want to grow.
They are internal entrepreneurs and therefore they represent a new perspective of management and leadership.
The empathy with all the company’s employees is fundamental, because it is the only way to understand the real needs of top leaders and employees at all levels.
For the new “RH”, to focus action on the values of the people is to assign meaning to the collaboration and connectivity, managing the combinations of talents and innovating in recognition and reward plans and being attentive to the new demands that is working with constraints.
Creativity starts in the way we look and see people, even those that represent the talent management, competencies and remuneration.
They are part of the right and left hemispheres of organizations, are harbingers of standards and motivations, of discipline and creativity, success and recovery.
Traditionally the error (fail) was penalized in organizations which was translated in the absence of any reward, but today we must lead that not punishment and turn the error in learning.
The management of the potential of people who work in organizations can now pass for being the lead of a cultural transformation process, reducing the excessive weight of analytical thinking and balancing it with intuitive and creative thought.
For this it is necessary:
A – Select more creative people.
B – Do not favoe the traditional way and exuberant as are rewarded those who promote what is reliable and recognizing and duly rewarding those that promote what is valid.
C – Include in the assessment criteria creativity, work with restrictions, empathy, holistic thinking, collaboration and experimentation.
The “Human Resources” should no longer have as a major concern the maximization of profitability they have today and pass to explore new paths.
Innovate for talent goes through the creation of a new dimension, more integrative skills and learning, open to all, bigger and bigger, than the sum of its parts.
Do you want to comment?
TagsAnalyses and intuition Art and innovation Ask questions Assumptions and innovation Behavior and innovation Behavior change Business model Business models Collaboration and innovation Connections and creativity Create value Creativity and diversity Creativity and empathy Creativity and sustainability Critical thinking Designthinking Design thinking and business Diversity and creativity Diversity and Innovation Emotional experiences Empathy and innovation Evaluation of ideas Innovation and Human Resources Innovation and Management Innovation and networks Innovation and observation Innovation and possibilities Innovation and trust Innovation Culture Inovattion Institute for the Future Interception of ideas Intuitive thinking Making decisions Marty Neumeir Motivation and collaboration Open Innovation Services Passion and creativity Protoypes Resistance to change Rethinking options Simplicity and innovation Time and creativity values and innovation White space
- March 2014
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011