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Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying)

Name: Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying)
Author: David A. Owens
ISBN: 9781118002902

by David A. Owens

November 2011

Intermediate to advanced

302 pages

6h 48m

English

Jossey-Bass

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Cover
Contents
Title
Copyright
Dedication
Introduction: Creative People Must Be Stopped!
Chapter 1: The Context of Innovation: Why Everyone Wants Innovation but No One Wants to Change
Why Does Innovation Fail?How to Use This BookSummary
Chapter 2: Why Most of Us Are More Creative Than We Think: Individual Innovation Constraints
Are Innovators Born or Made?Perception Constraints: Looking Without SeeingOvercoming Perception ConstraintsIntellection Constraints: Old Thought Patterns for New ProblemsOvercoming Intellection ConstraintsExpression Constraints: Difficulty Articulating Your IdeasOvercoming Expression ConstraintsPutting the Framework to Work: Individual ConstraintsSummaryChapter Reflection: Individual Constraints
Chapter 3: Why a Brainstorm Meeting Can Be Worse Than No Meeting at All: Innovation Constraints in Groups
Two Brains Are Better Than One—Except When They Aren’tEmotion Constraints: Ego and Social StatusOvercoming Emotion ConstraintsCulture Constraints: Cohesion and MeaningOvercoming Culture ConstraintsEnvironment Constraints: Comfort Versus CollaborationOvercoming Environment ConstraintsProcess Constraints: Directing Members’ BehaviorOvercoming Process ConstraintsPutting the Framework to Work: Group ConstraintsSummaryChapter Reflection: Group Constraints
Chapter 4: Why You’ll Never Be a Prophet in Your Hometown: Organizational Innovation Constraints
Do “Innovation” and “Organization” Belong in the Same Sentence?Strategy Constraints: Knowing the IntentOvercoming Strategy ConstraintsStructural Constraints: Efficiency and ControlOvercoming Structural ConstraintsResource Constraints: Capital and CapabilitiesOvercoming Resource ConstraintsPutting the Framework to Work: Organizational ConstraintsSummaryChapter Reflection: Organizational Constraints

Chapter 5: If It’s Such a Great Idea, Why Isn’t Our Competitor Doing It? Industry Innovation Constraints
Driving Competition with Innovation or Innovation with Competition?Competition Constraints: Innovation as a Last ResortOvercoming Competition ConstraintsSupplier Constraints: No Organization Is an IslandOvercoming Supplier ConstraintsMarket Constraints: Everybody Wants It Cheaper—and Faster and BetterOvercoming Market ConstraintsPutting the Framework to Work: Industry ConstraintsSummaryChapter Reflection: Industry Constraints
Chapter 6: Why My Innovation Means You Have to Change: Societal Innovation Constraints
Can We Choose to Change Society?Values and Identity Constraints: I Like Who I AmOvercoming Values and Identity ConstraintsSocial Control Constraints: Self-Protection and Regulating BehaviorOvercoming Social Control ConstraintsHistory Constraints: The Past Isn’t Dead—It Isn’t Even PastOvercoming History ConstraintsPutting the Framework to Work: Societal ConstraintsSummaryChapter Reflection: Societal Constraints
Chapter 7: How to Take a Really Hard Problem and Make It Completely Impossible: Technological Innovation Constraints
What’s Hard About Manipulating Matter, Time, and SpacePhysical Constraints: Knowing What You Know (and What You Don’t)Overcoming Physical ConstraintsTime Constraints: Having Time and Making TimeOvercoming Time ConstraintsNatural Environment Constraints: Altering LandscapesPutting the Framework to Work: Technological ConstraintsUsing the ResultsSummaryChapter Reflection: Technological Constraints
Chapter 8: When Failure Is Not an Option: Leading an Innovation Strategy
Show Me the Money: Constraints on the Adoption of InnovationsManaging or Leading Innovation?The Innovative OrganizationCreative People Must Be Stopped!
Appendix A: Using the Assessment Results
Appendix B: Innovation Team Contract Guidelines
Appendix C: An Innovation Bookshelf
References
Acknowledgments
About the Author
Index

Content preview from Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying)

CHAPTER 4

Why You’ll Never Be a Prophet in Your Hometown

Organizational Innovation Constraints

Figure 4.1

Xerox PARC, the Palo Alto Research Center, was founded in 1971 as an R&D center for the Stamford, Connecticut–based firm. Worried that new competitors from Japan would soon be entering the copier market as early photocopy patents expired, and concerned at what the “paperless office” of the future might entail for Xerox, the company created PARC with a mission of innovating for the future. As Larry Tesler, a researcher there recalls it, “The management said go create the new world” (Cringely, 1996, part 3).

From all reports, it was a very ...

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Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying)

by David A. Owens

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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