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Balancing Technology, Management, and Leadership
"The art of progress is to preserve order amid change and to
preserve change amid order." -- Alfred North Whitehead, 19th
century British mathematician and philosopher
As Achieve (my first consulting company) was working with our
Clients to...
Basics in Time Management Questions
We all have to find what works best for our individuality, since
each and every one of us is different. Accepting our own
actions, behaviors and thoughts is not the beginning of learning
who we really are. Rather, it is an attribute, which...
How to Define a Successful Time Management Strategy
One of the most challenging aspect in life is time management. In the current fast changing environment, time management is very important in both your personal and official life. There are a lot of time management techniques to control your day to...
The Myth of the Management Team
Every business has problems. That is why the average life span of a large industrial company is 40 years. Some are learning disabilities where companies are not prepared to learn from their mistakes. They insist on doing the same thing every time....
Why Asset Management Is Not A Get Rich Quick Scheme
When you are considering asset management consider what it takes to learn the field before you attempt it yourself. What I mean by asset management is more complex than just balancing your check book (although that is part of it). I mean your...
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Creativity and Culture Management
Many concepts in the fields of managing creativity are very much applicable to culture management in general. The same concepts that foster creativity and innovation also maximise human capital potential, increase productivity, reduce costs and maintain competitive advantage etc. Some of the many commonalities between culture and creativity management follow. a)A culture of psychological safety and freedom. A culture that limits experience, information and expression and allows relatively few members to contribute to decision-making is not taking advantage of the immense pool of available talent. Just as idea-generating sessions are conducted in environments that limit judgement, in order to elicit the contribution of all participants, so that philosophy should be extended throughout the organisation permanently.
b)Motivation is more important than natural ability. This is similar to possessing high intelligence – one must be motivated to apply it and improve it. Human capital is optimised when participants have high intrinsic motivation and i) synergistic extrinsic motivators are present to facilitate the task and ii) non-synergistic facilitators are minimised. Further, specific motivators such as i) gap between ideal and real self, ii) degree of enjoyability, iii) degree of challenge, iv) feasibility, v) degree of self-determination, vi) recognition, vii) material reward, viii) time pressures, ix) project numbers and complexity and x) competition versus collaboration etc need to be measured and monitored.
c)Team structures. The group structure
affects individual productivity. Individuals working alone, when motivated, have high output levels, but suffer from path dependency, parochialism and a lack of intellectual cross-pollination. Pairs reduce some of these tendencies and as groups get larger, negatives begin to outweigh the positives – group think, status differentials and deference, politicking and the restriction of information are just some examples.
d)Competency and tacit knowledge mix. Without a varied tacit knowledge and competency mix and a collaborative approach, a number of things happen: i) groups significantly under-perform and ii) the gap between individuals increases. Competitive advantage is lost in the group, team, department and eventually the organisational level.
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These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com
Kal Bishop, MBA, http://www.managing-creativity.com
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You are free to reproduce this article as long as the author's name, web address and link to MBA dissertation is retained.
About the Author
Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller.
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