Innovation Management – Status Games
One of the dynamics leaders should be looking out for is the propensity of certain personality types to be more interested in maintaining a high status within the group as opposed to working to arrive at good decisions.
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Status Games
One of the dynamics leaders should be looking out for is the propensity of certain personality types to be more interested in maintaining a high status within the group as opposed to working to arrive at good decisions.
Status interest and deference is a major cause of conflict, competition and blocking in group activities and leads to a restriction of information flow and a consequent reduction in the number and quality of ideas.
Status dynamics
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cause:
a) People to be more interested in maintaining high status at the expense of good results.
b) People to defer to higher status individuals at the expense of their own ideas.
c) People to value the ideas of higher status people more than their own.
d) High status individuals to consciously block the ideas of lower status individuals.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
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Kal Bishop, MBA You are free to reproduce this article as long as no changes are made and the author's name and site URL are 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. He can be reached on http://www.managing-creativity.com/
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