Tempo para criar e tempo para ler Sempre às voltas com o tempo ainda há espaço para visitar alguns blogs. A época é de oferta e de balanço e aqui ficam dois tópicos: Innovation is Not Free by Paul Sloane – Blogging Innovation “The message is clear. The leader has to free time for innovation in order […]
Tempo para criar e tempo para ler
Sempre às voltas com o tempo ainda há espaço para visitar alguns blogs.
A época é de oferta e de balanço e aqui ficam dois tópicos:
Innovation is Not Free by Paul Sloane – Blogging Innovation
“The message is clear. The leader has to free time for innovation in order to empower people to come with great ideas and to explore them. Whether it is one day a week or one day a quarter, time for innovation is critical.”
Jose Baldaia said…
It is true, innovation is not free. But we must see the time spended in ideation as an investment. Innovation brings business when we have a good direction. People who works in organizations have needs: responsibility for results, respect for ideas and recognition. I think rewards are necessary but they are not so important as time to liberate ideas and to think how much of me is part of the final outcome.
Normally an organizations say :”We have no time to think about time” what means “we have no time to think about people”, therefore they don’t think about them self’s, they don’t think!
Tem-se assistido a uma nova fase de reflexão sobre a utilização das redes sociais e outras ferramentas de socialização.
Ficam algumas interrogações!
Are Books Really Critical Or Just On A Steep Decline? – Stefan Lindegaard
“Harvard Business Review is a good example on this. I have read great articles that delivers a lot of substance over 10-15 pages. I have often been disappointed when I then read a book on the topic from the same authors as it was often too long and not to the point.”
A good book shapes my perception of the truth at least during some time and motivates me to learn more about the subject proposed in the book.
I know it is the single opinion of the author and I search for the contradictory to be aware from reality.
Posts in blogs allowed me to see many perspectives (different backgrounds) on the same subject and different opinions about the way we should read the authors.
Combine books and blogs is the best way to be critical, and we often do that, and it will be the same way with your next book.
É bom não ver passar o tempo sem uma pequena reflexão!
O que eles pensam da cadeia de comando e do ambiente! No blog BQF de Paul Sloan sugere-se uma ideia que não sendo inovadora pode tornar-se revolucionária: Let Suggestions bypass the Line Manager “Whatever suggestion scheme or idea initiation events you implement, it is important to ensure that there is a facility for individuals to […]
O que eles pensam da cadeia de comando e do ambiente!
No blog BQF de Paul Sloan sugere-se uma ideia que não sendo inovadora pode tornar-se revolucionária:
Let Suggestions bypass the Line Manager
“Whatever suggestion scheme or idea initiation events you implement, it is important to ensure that there is a facility for individuals to bypass their line manager if necessary.
Line managers can be resistant to ideas from their own people for a variety of reasons. They might fear that the person making the suggestion might be taken away from them to implement it. They might think that the idea does not reflect well on their department. They might see some implicit criticism of themselves in the suggestion. They might have political agendas or prejudices that lead them to block ideas coming from their team. If all ideas require initial sign-off by the first line manager then the flow of ideas will be inhibited in some areas.”
I think that who choose the bypass of the normal chain of command and when everyone knows the existence of such possibility have the guarantee of no bad brokerage upon their ideas.
By the other hand he or she may be shy and with a help from the chain they arrived to the top.
Nevertheless the first option is always better if we don`t want a killed idea or see our “child” with other parents.
I think that, In SME`s, we can find another problem if we work as a team. Recognition and responsibility will be not well distributed if we use the bypass.
I think it useful in that kind of organizations that some type of feedback would be allowed to the chain.
Realce também para o artigo de Robert Brands em Blogging Innovation:
Innovation and Idea Management
From Ideation to Collaboration to Execution
by Robert F. Brands
“Ideation is not a single event. It doesn’t originate from a single silo or one person or one department, although it can come from a single source. Ideation thrives in an open environment; think Wikipedia, the open-source, online repository of the world’s specialized knowledge. It is the result of a collaborative process that welcomes minds and teams from across any organization of any size.
How can you foster a fertile ideation environment?”
Jose Baldaia said…
What you propose it is a good picture of a well oiled machine. All the principal points are there, lot of ideas, good and bad, human resources needed, specification of their skills, alignment, attention to risk, etc.
But I would like to know what is your opinion about:
What spaces for inspiration, ideation and implementation?
How to select criteria for ideas evaluation?
What should be the structure of an idea (points that should be mentioned to elucidate)
Thank you What kind of recognition and rewards.
São duas pontas de reflexão que importa acentuar:
Como reagir à Inovação Aberta;
Como prevenir constragimentos na criatividade!
Esta semana ao andar por aí li alguns artigos interessantes e de alguns deixo aqui rasto. Stefan Lindgaard The Games Of Innovation September 30, 2009 in Innovation by Stefan Lindegaard | 9 comments “In a comment to my recent Are Engineers Really Good For Innovation? blog post, Paul Hobcraft made a great reference to an article by […]
Esta semana ao andar por aí li alguns artigos interessantes e de alguns deixo aqui rasto.
The Games Of Innovation
“In a comment to my recent Are Engineers Really Good For Innovation? blog post, Paul Hobcraft made a great reference to an article by Patrick Lambe he had read some years ago. The article is about the concerns on the engineer dominated mindset within innovation. Paul gave us this piece from Lambe’s article.
“When it comes to innovation, let’s consider the analogy of two games.
Golf is an engineer’s game. It’s a problem-solving game. You have a problem, the hole, and in theory, getting your ball into the hole is entirely calculable: if you can measure the wind speed, the atmospherics, the inclines and friction of the surface, and if you can control the weight, angle and velocity of the swing, you’ll solve your problem….”
José Baldaia on October 3, 2009 at 12:47 am
As Brad, I love analogies too. In a bottle of wine whats crucial: The bottle, the wine or the cork? I can´t say wich one is crucial! Which part of the complete innovation process are the engineers? The bottle, the wine..?
I think the most important part of that process are the people and their attitudes. Let’s play tennis!
Greg said” HR managers hires or fires the wrong person – no big deal”. It’s not true! Imagine if it is Mike Ryschkewitsch NASA Chief Engineer!!
The moments and people are crucial for Open Innovation, no matter their education. We just need to choose the best options. Sometimes Engineers are good, sometimes not!
Num Blog que muito aprecio pela diversidade…
“…Overcoming the fear of change is a key objective for innovative leaders. They will need to take this issue head-on. They must engage people in a dialogue and discuss the risks and benefits of standing still or of innovating. The types of messages they strive to convey are:
We are doing well right now but we need to do better….”
José Baldaia said…
Good examples should be followed, but the history of each individual can also help to accept and even promote change.
If each one of us does an analysis on how many “small large steps” already taken, you will find certainly positive signs of change.
Even when we see situations less good we find reasons to say: “What if I did it in a different way?” These questions may be used to believe that change can be good, especially because, with the experience we built wisdom.
Just as a father or a mother “tries” to keep up with growth, new customs and habits of their children, a leader must be aware and monitor their employees, customers or partners, and as a leader, he must promote change every time the environment where it operates requires it , (egg, Environment, Social Responsibility, etc.).
It is good to remember “When it comes to innovation, trust your intuition.”
Blog I Innovate
Posted 14 14UTC Outubro 14UTC 2009
Um slide onde se procura identificar a Inteligência competitiva que eu comentei:
jabaldaia on 21 21UTC Outubro 21UTC 2009
Este conjunto de slides tem muitos pontos de reflexão e muitas orientações (pragmáticas) úteis. No entanto se a mensagem deixada não reflectisse basicamente a lógica e a análise seria, penso, mais eficaz quando pensámos em inovação.
A IBM rejeitou ao Sr. Chester Carlson o “Xerography”, a Decca Records negou aos Beatles a sua produção! Faltou um pouco de intuição!
Estou de acordo com Paul Sloane: “No que toca a Inovação, confia na Intuição”!
José António Baldaia
- Transformar um chefe num líder com mentalidade de Design Thinking
- Interdisciplinaridade e a ciência de dados no caminho da inovação
- Não são analógicos, não são digitais…são pessoas!
- Abanar a dissonância cognitiva e abraçar a inovação
- O conhecimento tácito é um gatilho e uma alavanca para a inovação! Será verdade?
Etiquetas@ralph_ohr Andrea Meyer Arie Goldshlager Behavior Bob Sutton Bruce Nussbaum Comunicação Conhecimento Creativity Criatividade Deb Mills-Scofield Design Thinking Don Norman Ellen Weber Emotions Gary Hamel Gestão do conhecimento Greg Satell Henry Chesbrough Idris Mootee Innovation Inovação Inovação Aberta Integrative Thinking Integração Jeffrey Phillips Jesse Lyn Stoner John Maeda Jorge Barba Knowledge Knowledge transfer Lindegaard Motivação Open Innovation Paul Sloane Ralph Ohr Resolução de problemas Roger Martin Service design Stefan Lindegaard Storytelling Tim Brown Tim Kastelle Umair Haque Wim Rampen
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