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Hassle-Free Homebuying
Perhaps you’d like to take advantage of today’s great buyer’s market in housing but feel a little intimidated by everything that’s involved.
You know the routine: finding the right locale and the right house; negotiating an agreement; putting...
How to motivate your self towards online business success
Building an online business demands a high level of self discipline and persistence.
Most of the new online entrepreneurs (like me) are working daily jobs thinking about
Financial freedom and ways in which to create it.
At the beginning...
Motivation, a Key Ingredient to Mail Order Success
A database is more than a simple list of names and
addresses. What turns a list into a database is the additional
information, coupled with your ability to select names from or
report on the list using any combination of data elements. ...
The Top 10
Today’s customers are demanding, and their expectations are furiously escalating. Everyone wants value, and they want it now! They want convenience, and they want their needs and requirements met. You don’t have to look very far to hear what...
Work-from-home Office Policies
It has come to our attention that self-employed people have somehow escaped the burden of "office policies". No longer. Now even work-from-home hermits can revel in the burden of "office policies." (This is part three of a series that began...
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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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| Motivation - Wikipedia, the free encyclopedia |
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