By John Adair, Neil Thomas
This e-book describes intimately how one can recruit the best humans, spotting the most important features of innovators and the way to arrange and use them to accomplish the easiest impact.
Read Online or Download The Concise Adair on Creativity and Innovation PDF
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Extra info for The Concise Adair on Creativity and Innovation
Sample text
This process resembles a funnel: POSSIBILITIES 1 Identify which of those are feasible 2 3 4 2 4 5 2 Choose one of these, or more than one 5 5 Identify the possible options Reduce the feasible options to two choices, the ‘either/or’ A SOLUTION PART ONE: CREATIVITY 33 You may also need to consider whether any action is necessary at all, either now or later. The final strategy would be to consider keeping your options open and not making the final choice just yet. CHECKLIST: OPTIONS Throughout the creative decision-making process consider the following and make notes: • Which options are feasible?
This will help commit the information to your depth mind and enable you to learn from experience. PART ONE: CREATIVITY 37 Blank page 38 THE CONCISE ADAIR ON CREATIVITY AND INNOVATION PART TWO Innovation The process of innovation Five Factors to create the right climate for innovation Innovation and organisation Characteristics of an innovative organisation What qualities should a chief executive as a leader have? Motivation and innovation Characteristics to look for when recruiting What do innovative people expect from the organisation they work for?
Do you find it easy to use your imagination to choose colour schemes to decorate a room, or think up stories to tell your children? • Do you use all of your five senses when imagining situations? Using creative thinking to evaluate the options You should choose a course of action out of a range of ‘options’. You should never assume that there is only one option open to you. Consider a number of options, as many as you can think of. Information gathering will help you to collect options. Even consider options that you think might be closed to you; for example, price increases.