Management Concepts & Organisational Behaviour - Creativity And Innovation
Factors Hamper Innovation
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Rosabeth Kanter has developed a list of ten types of attitudes that stifle creative and innovative attempts or disposition of the people in the organization.
Factors
Hamper Innovation
Rosabeth Kanter has developed a list of ten types of attitudes that stifle creative and innovative attempts or disposition of the people in the organization. Such attitudes will have a dampening effect on organizational creativity and innovation. An understanding of the following points may help you avoid getting into the trap.
-- Viewing any new idea from below with suspicion- because it is new, and because it is from below.
-- Insisting that people who need our approval to act first go through several
other levels of management to get their signatures.
-- Asking departments or individuals to challenge and criticize each other’s proposals.
-- Expressing criticism freely and withholding praise where it is due. (Keeping the people on their toes). Creating a fear psychosis among people that they can be fired at any time.
-- Treating identification of problems as signs of failure in order to discourage people from letting you know when something in their area is not working.
-- Controlling everything carefully. Make sure people count anything that can be counted frequently.
-- Making decisions to reorganize or changing the policies in secret, and springing them on people unexpectedly.
-- Making sure that requests for information are fully justified, and making doubly sure that it is not given out to managers freely.
-- Assigning to lower-level managers, in the name of delegation and participation, responsibility for figuring out how to cutback, layoff, move people around, or otherwise implementing the threats you have thrown around.
-- And above all, never forget that you the higher - ups, already know everything important about this business.
Rosabeth Kanter has developed a list of ten types of attitudes that stifle creative and innovative attempts or disposition of the people in the organization. Such attitudes will have a dampening effect on organizational creativity and innovation. An understanding of the following points may help you avoid getting into the trap.
-- Viewing any new idea from below with suspicion- because it is new, and because it is from below.
-- Insisting that people who need our approval to act first go through
-- Asking departments or individuals to challenge and criticize each other’s proposals.
-- Expressing criticism freely and withholding praise where it is due. (Keeping the people on their toes). Creating a fear psychosis among people that they can be fired at any time.
-- Treating identification of problems as signs of failure in order to discourage people from letting you know when something in their area is not working.
-- Controlling everything carefully. Make sure people count anything that can be counted frequently.
-- Making decisions to reorganize or changing the policies in secret, and springing them on people unexpectedly.
-- Making sure that requests for information are fully justified, and making doubly sure that it is not given out to managers freely.
-- Assigning to lower-level managers, in the name of delegation and participation, responsibility for figuring out how to cutback, layoff, move people around, or otherwise implementing the threats you have thrown around.
-- And above all, never forget that you the higher - ups, already know everything important about this business.
Tags : Management Concepts & Organisational Behaviour - Creativity And Innovation
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