Book 1.  Creativity, Cognition and Development

Contents

Guide

Aims
Overview
Associated materials

PART 1  Creativity

Chapter 1  Creativity theories

1.1  Creativity
1.2  Theories
1.3  Overview

Chapter 2  Creative management

2.1  Creative leaders and managers
2.2  Creative teams
2.3  Creative organization
2.4  Organizational change
2.5  Review

PART 2  Perception

Chapter 3  Cognition

3.1  Tacit knowledge
3.2  Intuitive management
3.3  Mind sets
3.4  Overview

Chapter 4  Metaphors

4.1  Organizational metaphors
4.2  Management metaphors
4.3  Paradigms
4.4  Overview

PART 3  Style

Chapter 5  Style

5.1  Personality inventories
5.2  Adaptors and innovators
5.3  MBTI types
5.4  Learning style
5.5  Relationship between inventories
5.6  Overview

Chapter 6  Roles

6.1  Team roles
6.2  Innovation roles
6.3  Overview

PART 4  Development

Chapter 7  Development

7.1  Change
7.2  Capabilities
7.3  Development
7.4  Sustainability
7.5  Overview

Book 2.  Managing Problems Creatively

Contents

Block 2  Aims and resources

Chapter 1  Introduction

1.1  Getting oriented
1.2  Planning your study of Block 2
1.3  Further reading

Chapter 2  Problems and challenges

2.1  Problems, opportunities, challenges, concerns, difficulties ...
2.2  Problem hierarchies
2.3  Re-patterning existing knowledge
2.4  Identifying challenges
2.5  We create our own challenges
2.6  Problem detection
2.7  Unpacking challenges
2.8  Challenges have frames
2.9  Continuous 'conversations' with the environment
2.10  Review

Chapter 3  Using methods and techniques

3.1  Some basic definitions
3.2  Choosing techniques and methods
3.3  Is a technique a map, a score or an ad hoc practice?
3.4  What other roles do techniques play?
3.5  What to expect as your skill with techniques develops
3.6  The problem of freshness of vision
3.7  Review

Chapter 4  Creativity and 'other kinds of thinking'

4.1  The unconscious
4.2  The right brain
4.3  Imagery and fantasy
4.4  Metaphor and story-telling
4.5  The psychosomatic connection
4.6  Different sub-personalities
4.7  Multiple intelligences
4.8  General advice on working with 'other kinds of thinking'
4.9  Review

Chapter 5  Precepts

5.1  Group 1-Curiosity
5.2  Group 2 - Forgiveness
5.3  Group 3 - Love
5.4  Group 4-A sense of direction
5.5  Being a 'reflective practitioner'
5.6  Review

Chapter 6  Frameworks

6.1  Emergent versus self-conscious problem solving
6.2  Framework 1: People and Places
6.3  Framework 2: Problem solving
6.4  Framework 3: Expand-contract
6.5  Framework 4: Idea cultivation
6.6  Framework 5: Shareable maps
6.7  Framework 6: Orchestrated debate
6.8  Framework 7: Story-telling
6.9  Framework 8: Self-development
6.10  Review

Book 3.  Innovation, Climate and Change

Contents

Guide
Aims
Introduction
Resources for Block 3
Computing
Block assignment

PART 1  Innovation

Section 1  Innovation dynamics

Introduction
Types of innovation
Sources of innovation
Theories of innovation
Stages of innovation
Innovation life cycle

Section 2  Scanning

Competitors
Futures

Section 3  Structure

Project management
Organizational divisions
Partnership
Networks

Section 4  Systems

Idea development
Product and process development
Managing innovation

Section 5  Success factors

Successful products
Innovative organizations
Supporting policy

PART 2  Climate and entrepreneurship

Section 1  Entrepreneurship

Entrepreneurs
Innovators

Section 2  Climate and culture

Climate
Culture
Changing culture

PART 3  Changing organizations

Section 1  Changing systems

Management fads
Quality
Reengineering
Knowledge management

Section 2  Developing people

Empowerment
Learning organizations
Self organization

Book 4.  Management and Culture

Contents

Guide
Aims
Introduction
Resources for Block 4
Assignment

Section 1  National culture

National values
Practical effects of cultural differences
Culture and economic development
Social capital

Section 2  Roots and context of management

History of management ideas
Cultural bias in management
Industrial traditions
International swiping

Section 3  Institutions

Habits and institutions
Legitimacy
Deconstruction

Readings 1

Contents

Part 1  Creativity

How to kill creativity, T.M. Amabile

Informal networks: the company behind the chart, D. Krackhardt and J.R. Hanson

Part 2  Cognition

Why intelligence increases when you think less, G. Claxton

Ten ideas designed to rile everyone who cares about management, H. Minfzberg

The theory behind the practice, G. Morgan

The citizen company, C. Handy

Part 3  Style

The 'Big Five' versus the Myers-Briggs, R. Bayne

Part 4  Development

Empowerment: the emperor's new clothes, C. Argyris

Readings 3 and 4

Contents

READINGS 3

PART 1  Innovation

Section 1  Innovation life cycle

A manual of strategies for discovering, R.S. Root-Bernstein

Towards the fifth-generation innovation process, R. Rothwell

Section 2  Scanning

Practise "creative swiping", T. Peters

The wrong kind of chaos? The early days of an NHS Trust, S. Harrison, N. Small and M. Baker

Section 3  Structure

The human side of management, W. Hewlett

Section 4  Systems

America's most successful export to Japan: continuous improvement programmes, D.M. Schroeder and A.G. Robinson

From lean production to lean enterprise, J.P. Womack and D.T. Jones

Japanese-style partnerships: giving companies a competitive edge, J.H. Dyer and W.G. Ouchi

The way forward-partnership sourcing, K. Lewis and S. Lytton

ABB and ford: creating value through co-operation, S.C. Frey, Jr. and M.M. Schlosser

Building a visionary company, J.C. Collins and J.I. Porras

Implementing the new product development process, J. Bessant and D. Francis

Section 5  Success factors

Restoring people to the heart of the organization of the future, R. Moss Kanter

Why the last shall be first and the first shall fade away, J. Kay

Building the innovative organization, J. Tidd, J. Bessant, K. Pavitt

Small business growth and owners' motivation, C. Gray

PART 2  Climate

Section 1  Entrepreneurship

William Gates III, E. Zuckerman

On Margaret Thatcher's downfall, A. Raphael

Section 2  Climate

Trust and the virtual organization, C. Handy

Managing change in the Employment Service, M.E.G. Fogden

Strategy and culture in practice, T.J. Watson

Managing culture: fact or fiction?, K. Legge

Competitive advantage through people, J. Pfeffer

PART 3  Transforming organizations

Section 1  Quality

In search of TQM, S. Hill and A. Wilkinson

Bridging the total quality/continuous improvement gap at Lucas car diesel systems, R. Harding

Section 2  Reengineering

Reengineering work: don't automate, obliterate, M. Hammer

Reengineering: business change of mythic proportions?, T.H. Davenport and D. Stoddard

Section 3  Knowledge management

The knowledge-creating company, I. Nonaka

Section 4  Empowerment

Empowerment or else, R. Frey

The empowerment of service workers: what, why, how, and when, D.E. Bowen and E. E. Lawler III

Section 5  The learning organization

Building a learning organization, D.A. Garvin

Rebuilding behavioural context: turn reengineering into people rejuvenation, C.A. Bartlett and S. Ghoshal

READINGS 4

Trust, F. Fukuyama

The Chinese family business enterprise, M. Weidenbaum

Privatisation policy and performance, P. Cook and C.Kirkpatrick

Institution building: Examining the fit between bureaucracies and indigenous systems, T. Nicholson

Indigenous management and the management of indigenous knowledge, D. Marsden

Residential School

Contents

Residential school overview

Items to bring Preparation

School structure
Timetable
Workshop programme
Group Fair Electives
Computing programme

Creative problem-solving guide creative problem solving

Problem exploration Clarification

'Why?' technique, Other people's definitions, Dropping a key phrase, Multiple redefinitions

Springboards

I wish..., How to..., Concerns

Mapping

Tree diagrams, Cause and consequence maps

Idea development Listing

Purge, Brainstorming, Notebook

Provocations

Random, Weirdos, Reversal, Analogies

Checklists

5Ws & H, SCAMPER, Other checklists, Attribute listing

Classification

Laddering, Mind maps and clustering techniques, Identifying gaps

Selecting

Sorting, Rating, Matrices and other methods, Consultant presentation

Implementing plans

Help, hinder, Bullet-proofing, Potential problem analysis Acceptance finding, Scheduling

Working up to speed

Half hour run-through Free-flowing version

Review

Facilitating a creativity group

Imaging

Guided imagery

Relaxing, Path, Screen

Drawing

Storyboard

Course Guide, Assignments and Exam

Contents

COURSE CALENDAR

COURSE GUIDE

Introduction

Aims
Structure
Study guide
Course components

Course contents

Course books
Readers, readings and set book
Audio-visual material
Computing
Face to face tuition
Residential School
Tutorials Assessment
TMAs
Exam

Teaching style

Facilitative approach
Declaring some of our values

Course team

ASSIGNMENTS

Introduction

TMA options
TMA Submission and marking
TMA 1: Situation and style analysis
TMA 2: Techniques for creative problem solving
TMA 3: Creative strategy in an organization

EXAM

Introduction

General philosophy
Broad requirements
Reasons for low exam grades

Specimen exam paper

Guidelines

Further exam questions

Specimen exam answers

Computing

Contents

Overview

How to access open university services

BZR822 firstclass

BZR822 websites

Technique library and selector (electronic version)

Creative problem management CD-ROM

Residential school computer room

Creative problem-solving software

Common-sense computing precautions

Media Book

Contents

Introduction

Audio 1  Creativity, innovation and change

Audio 2  Complexity and the unconscious

Audio 3  Sustainability

Audio 4  Organizations in the community

Audio 5  Imaging

Audio 6  Innovation in practice

Audio 7  How organizations stay innovative

Audio 8  Developing participation

Video 1  Facilitating creative thinking

Video 2  Imagery and metaphor

Video 3  They did it their way

Video 4  Management in chinese cultures

Video 5  Partnership: working across boundaries

Creative Management

Contents

Introduction

Section 1  Creative Perspectives

1. Making sense of creativity, Jane Henry
2. The roots of inspiration, Neil McAleer
3. Lateral and vertical thinking, Edward de Bono
4. Science, order and creativity, David Bohm and F. David Pent
5. Play, reality and creativity, John N. T. Martin

Section 2  Creative Management

6. How senior managers think, Daniel J. Isenberg
7. Planning on the left side and managing on the right, Henry Mintzberg
8. Decision making and deal making: how creativity helps, Robert Lawrence Kuhn and Louis Kuhn
9. Paradigms, metaphors, and puzzle solving in organization theory, Gareth Morgan

Section 3  Creative Processes

10. Problem solving and creativity, Geir Kaufmann
11. Mapping: creating, maintaining, and relinquishing conceptual frameworks, Michael B. McCaskey
12. Corporate networking: how to tap unconventional wisdom, Robert K. Mueller
13. The logic of intuition: how top executives make important decisions, Weston H. Agor
14. Judgment, Geoffrey Vickers
15. Imaging and creativity: an integrating perspective, Vaune Ainsworth-Land

Section 4  Creative Development

16. Adaptors and innovators - why new initiatives get blocked, Michael J. Kirton
17. Strategic management development: experiential learning and managerial competencies, David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
18. Top management teams and organizational renewal, David K. Hurst, James C. Rush and Roderick E. While
19. Developing in phases, Ronnie Lessem

Section 5  Creative Future

20. The age of unreason, Charles Handy
21. Emerging waves and challenges: the need for new competencies and mindsets, Gareth Morgan
22. Transnational economy - transnational ecology, Peter Drucker
23. IT in the 1990s: managing organizational interdependence, John F. Rockart and James E. Short

Managing Innovation

Contents

Introduction, David Walker and Jane Henry

PART ONE
FRAMEWORK - ISSUES IN THE MANAGEMENT OF INNOVATION

Section 1  Strategic innovation

1. The discipline of innovation, Peter F. Drucker
2. Managing innovation: an uncertainty reduction process, Alan W. Pearson
3. Facilitating innovation in large organizations, Robert Rosenfeld and Jenny C. Servo

Section 2  Personal qualities

4. Visionary leadership and strategic management, Frances Westley and Henry Mintzberg
5. Change-master skills: what it takes to be creative, Rosabeth Moss Kanter
6. Entrepreneurship reconsidered: the team as hero, Robert B. Reich

Section 3  Organizational environment

7. The organizational culture of idea-management: a creative climate for the management of ideas, Goran Ekvall
8. Strong culture and its consequences, Mariann Jelinek and Claudia Bird Schoonhoven
9. What is the best way of organizing projects? Knut Holt

Section 4  Implementation

10. Innovation by design, Colin Clipson
11. Reducing the time to market: the case of the world auto industry, Kim Clark and Takahiro Fujimoto
12. Quality circles: the danger of bottled change, Gregory P. Shea
13. New products: what separates winners from losers? Robert G. Cooper and Elko J. Kleinschmidt

PART TWO
SHORT EXEMPLARS

Section 5  Ideas into innovation

14. The innovators, William Davis
15. Soichiro Honda: 'supply creates its own demand', William Davis
16. Steven Jobs: genius in a garage, William Davis
17. Edwin Land: inventor of the instant camera, William Davis
18. Alastair Pilkington: inventor of float glass, William Davis
19. Clive Sinclair: the innovator who lacked business flair, William Davis
20. Anita Roddick: adventurer, interviewed by Ronnie Lessem

Section 6  Processes into products

21. Masters of innovation: how 3M keeps its new products coming, Russell Mitchell
22. Baker Perkins: oddball convert, Christopher Lorenz
23. Selling to the world: the Sony Walkman story, Akio Morita

PART THREE
THEMES - CASE STUDIES

Section 7  Direction finding

24. Visioning: building pictures of the future, Robert M. Burnside
25. Scenarios: uncharted waters ahead, Pierre Wack
26. Corporate strategy and entrepreneurial vision, Steve Shirley

Section 8  Reaching the market place

27. 3M's little yellow note pads: 'Never mind. I'll do it myself, P. Ranganalh Nayak and John M. Ketteringham
28. G. T. Culpitt & Son Limited, R. Charles Parker
29. From idea to implementation: pitfalls along the stony road between idea creation and the market place, Walter K. Schwartz

Section 9  Organizational renewal

30. Using the creative process to resolve a strategic conflict over environmental issues at Berol, Roger Evans and Peter Russell
31. Xerox charts a new strategic direction, Carol Kennedy
32. 'If we can do it, any company can!', Peter Reid
33. Creative empowerment at Rover, David Walker

PART FOUR
CONTEXT - LESSONS FROM THE WIDER PICTURE

Section 10  Innovation and its impact

34. Toward a new industrial America, Suzanne Berger, Michael L. Dertouzos, Richard K. Lester, Robert M. Solow, and Lester C. Thurow
35. Thriving on chaos: facing up to the need for revolution, Tom Peters
36. What makes a winning company? James Pilditch

Maverick!

The success story behind the world's most unusual workplace

Ricardo Semler