DAWSON Managing Change Creativity and Innovation Chapter 1 Summary

Patrick DAWSON Managing Change Creativity and Innovation Chapter 1 Summary by Concordia University of Chicago CUC

1. Managing Change,
Creativity &
innovation
© Patrick Dawson, Constantine
Andriopoulos

2. Introduction
Chapter 1

3. Lecture objectives
•Explain why change, creativity, and innovation are
essential for survival and growth.
•Provide a working definition of change, creativity, and
innovation that enables you to differentiate between
these three terms.
•Identify how and why processes of change, creativity,
and innovation overlap and interconnect.

4. But why study change, creativity, and
innovation?
•Critical issue facing economies, organizations, and
stakeholders.
•A significant area of social, economic, and organizational
theory.
•An area of ongoing debate in relation to research, theory,
practice, and business development.

5. Characterizing change
•Ubiquitous, permeates all aspects of life:
–Settings: workplace, home, and social activities/events
–Relations: individual, group, intergroup, and winder
collective relations
–Experiences: the processes by which we make and give
sense to the changes that we experience
•Organizational change:
–Planned or emergent, proactive or reactive
–Triggered by internal and/or external drivers

6. Defining change
•Movement over time from a current position (P
1
) to
a future position (P
2
), defined as:
Organizational change is the movement over time
from an ongoing present to an emerging and
uncertain future that is sometimes planned and
managed with the intention of securing anticipated
objectives and sometimes unplanned for and
unforeseen.

7. The Change Management Process
Dialectical
conundrum
–towards
the future
state
Describing
present state
and defining
desired future
state
Conception of
the need to
change –
degree of
choice
What needs to
be done in
managing
transition from
here to there

8. What is creativity?
•Originally seen as simply eureka-type moments and that
space of artists.
•Now recognized as something that can be developed
and nurtured in the workplace.
•Stimulates thinking about old problems in new ways,
challenges convention, opens up different viewpoints,
enables new patterns, and links to emerge, creates
opportunities for business initiatives.

9. Characterizing creativity
•Creativity is a contextual, temporal process.
•People (the creators of ideas) draw on resources
(knowledge, technologies) to engage in, e.g., everyday
problem solving (i.e., finding alternative routes in response
to traffic congestion information), through to more highly
original or unique creations (such as a poem, painting, or
the idea of a bagless vacuum cleaner).

10. Defining creativity
•Creativity is hard to pin down and is often used to refer to the
generation of new ideas:
Creativity is the process through which new and useful ideas
are generated.
But this leaves open the question: How do we translate ideas
into outcomes?

11. Managing creativity
•Weneed to assess not only the usefulness of ideas but
also how to manage the process. Questions:
–How to create and maintain environments that
stimulate and encourage the development of new
ideas?
–How to engage not only employees but also suppliers
and customers in the process as key potential sources
of inspiration (e.g. Apple)?

12. Video
Todd Henry –Accidental Creative
Short ad video:
http://www.accidentalcreative.com/theaccidentalcreat
ive/
Ted x video (longer):
https://www.youtube.com/watch?v=7hWRva_sPeE

13. What is innovation?
•Once new ideas are generated there is a need to assess
and select particular ideas.
•Assessment and selection often not self-evident and
need to carefully consider which ideas can be
implemented to achieve aims.
•Innovation often referred to as the translation of new
ideas into processes, products, or services.

14. Ideas for innovation
•Steam engine, internet, social networking, glazed sewage
pipe, iPhone, telephone, etc.
•Innovation for:
–Military reasons?
–Medical reasons?
–Commercial reasons?
–Social reasons?
•The source or reasons behind innovations not always
captured in final usage.

15. Video
Interview with Dean Kamen on Innovation:
http://www.youtube.com/watch?v=4xsp0cR4qQw

16. Characterizing innovation
•Emphasis has been on science-led innovations and on the
translations of new ideas and theories into commercial
products and services.
•Market-push, technology -driven view important but
downplays social and contextual dimension.
•The rise of the social in e.g., social innovation, social
business, social capital, social networking, and social
entrepreneurship

17. Defining innovation
•Innovation involves the utilization of ideas in solving
problems, developing processes, and improving the
way we do things in creating new products, services,
and organizations. (Source: Dawson and Andriopoulos,
2014: 10)

18. Managing innovation
•As with change and creativity there are many debates
around the management of innovation:
–Tidd and Bessant (2013) see innovation as a complex
process centring on search, selection, implementation,
and capture.
–A key question is whether innovation can/should be
managed (controlled) and/or whether environments
can/should be managed to encourage the free flow of
new ideas and their translation into innovations?

19. All important questions that we
aim to address in this course
How do we
manage change,
creativity, and
innovation?

20. Recommended Reading
•Burnes, B., & Randall, J. (Eds.). (2016). Perspective on
Change: What Academics, Consultants and Mangers
Really Think about Change. London: Routledge.
•Bessant, J., & Tidd, J. (2015). Innovation and
Entrepreneurship(3rd ed.). Chichester: John Wiley &
Sons.
•Mumford, M.D. (ed.) (2012) Handbook of Organizational
Creativity.London: Elsevier.