|
RE: Promoting an innovation culture in companies
|
Orr, Robert A., Jr.
|
Aug 16, 2004 09:29 PDT
|
My bias is in alignment with yours; innovative thinking has less to do
with specific techniques and tools than the organizational culture in
which they are employed.
Changing culture is such an amorphous concept that it is difficult to
understand, let alone "do." I would recommend that the first step be to
diagnose the current culture to get an idea of the specific areas on
which to focus. The "Competing Values Framework" introduced by Kim
Cameron and Bob Quinn is a very promising model that I have learned
about in the past year or so. (Reference: Diagnosing and Changing
Organizational Culture by K.S. Cameron & R.E. Quinn, 1999,
Addison-Wesley)
WARNING:
The following is a LONG description of the Competing Values Framework:
The model holds that different organizations value different types of
effectiveness based on their business model and assumptions about the
definition of "good." The result of their analysis produced four main
clusters of indicators of organizational effectiveness. Those four
clusters can be differentiated along two dimensions. One of the
dimensions differentiates effectiveness criteria on a continuum of
autonomy: some criteria "emphasize flexibility, discretion, and
dynamism" are grouped around one end of the scale while criteria that
"emphasize stability, order, and control" are located at the other end.
"The second dimension differentiates effectiveness criteria that
emphasize an internal orientation, integration, and unity from criteria
that emphasize external orientation, differentiation, and rivalry."
What results is a 4 quadrant model, with each quadrant representing a
distinct set of organizational effectiveness indicators. "These
indicators of effectiveness represent what people value about an
organization's performance. They define what is seen as good and right
and appropriate. The four clusters of criteria, in other words, define
the core values on which judgments about organizations are made." Since
the four clusters are differentiated along two continua, the four
clusters represent a competing set of assumptions that define "good" for
the organization.
The four sets of clusters then define four different cultural
archetypes:
HIERARCHY - values efficiency, timeliness, & smooth functioning through
management's focus on control.
ADHOCRACY - values cutting-edge output, creativity, & growth through
management's focus on innovation.
MARKET - values market share, goal achievement, & beating competitors
through management's focus on competition.
CLAN - values cohesion, morale, and the development of human resources
through management's focus on participation.
Since archetypes are "pure" and in this model, mutually exclusive,
organizations like people are composites of all four types, usually
expressing a clear or dominant preference for one over the others.
Cameron & Quinn's work describes a rational, if a bit complicated,
process an organization can employ to identify the desired cultural
properties, then to reframe the definition of "effectiveness" and make
the needed behavioral changes across the organization.
Best regards,
Rob Orr
-----Original Message-----
From: Jeffrey Baumgartner [mailto:jeff-@jpb.com]
Sent: Monday, August 16, 2004 9:51 AM
To: valpo-@topica.com
Subject: ValpoCella: Promoting an innovation culture in companies
Dear ValpoCellians:
A lot of us help people and organisations become more
innovative by providing coaching, techniques and tools that
boost creativity and lead to innovation.
But, as you know, even with the best of tools companies
will not automatically become innovative. It is also
critical for management to promote and develop a culture of
innovation within the organisation. For companies that are
newly implementing innovation tools and techniques, this is
no easy task.
Imagine the CEO of a large manufacturing company came to
you and asked for advice on promoting an innovation culture
within her organisation. What would you recommend she do?
(Note: I am hoping to write an article on this topic for a
future issue of Report 103 - www.jpb.com/report103/. If I
use your ideas, I will get your permission first and give
you full credit.)
Your fearless moderator,
Jeffrey Baumgartner
--
--
Helping businesses innovate better
www.jpb.com | Tel: +32 2 251 7725 | GSM +32 478 549 428
--------------------------------------------------
Valpocella is a discussion forum focusing on applied creativity and
innovation in business
To UNSUBSCRIBE, send a blank e-mail to:
valpocella--@topica.com
To SUBSCRIBE, send a blank e-mail to
valpocella-@topica.com
To post a message, reply to any message or e-mail
valpo-@topica.com
For more information, visit www.jpb.com/valpocella
Contact the moderator: jeff-@jpb.com
|
|
 |
|
