Innovating In A Global Crisis: Riding The Whirlwind Of Recession | by Fons Trompenaars and Charles Hampden-Turner | 2009 | ISBN: 9781906821234. Seven intercultural dimensions of innovation. Different Learning Styles and Creativity. Teaching Innovation And Entrepreneurship.
Innovating In A Global Crisis: Riding The Whirlwind Of Recession
by Fons Trompenaars and Charles Hampden-Turner
2009 (281 pages)
ISBN:9781906821234
Drawing on the renowned THT cross-cultural database, as well as hilarious illustrations of innovation from hit comedy shows such as Fawlty Towers, this practical book is a blueprint for creating a culture of high-octane creativity and innovation.
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Innovating In A Global Crisis—Riding The Whirlwind Of Recession
Preface
Overview
ACKNOWLEDGEMENTS
Chapter 1 – Introduction
Chapter 2 – Individual Creativity: Hares, Tortoises And What Jung Meant
Overview
Hare brain and tortoise mind
Confusion has to become our friend
Working together between hare brain and tortoise mind
How to create the conditions for tortoise mind
MBTI revisited
MBTI limitations
Personality and creativity
Our Integrated Type Indicator
The Integrated Type Indicator model (ITI)
Reconciliation: a new paradigm for creativity beyond cultural bias
Chapter 3 – Individual Creativity As Process
Learning styles revisited
Convergent and divergent styles
Assimilation and accommodation
Learning styles and creativity
Adaptors versus innovators
Empirical evidence from our research
Revisiting definitions of innovation and creativity
Is the creative individual the basis for innovation?
From humour to creativity
A dilemma analysis of ‘The Builders’ episode of Fawlty Towers
The use and abuse of creativity techniques
Chapter 4 – Elements And Processes In Successful Creative Teams
Creative individuals in teams
Innovation and teams
Team role diversity and innovation
Belbin’s original team role model
Exploring the link between dilemma theory and team roles
Team role tensions and phases of innovation
Research evidence: our web-based investigative model
The Chair: the Chief as Reconciler
Chapter 5 – Cross-Cultural Teams and Global Dialogue I
Four crucial characteristics of effective teams
Seven intercultural dimensions of innovation
Dimension 1: Rule making versus exception finding (universalism versus particularism)
Can these contrasting values and the fusion between them be measured?
Dimension 2: Self-interest and personal fulfilment versus group interest and social concern (individualism versus communitarianism)
Dimension 3: Emotions inhibited versus emotions expressed (neutral versus affective)
Chapter 6 – Cross-Cultural Teams And Global Dialogue II
Overview
Dimension 4: Preference for precise, singular ‘hard’ standards and preference for pervasive, patterned ‘soft’ processes (specificity versus diffusion)
Dimension 5: Status earned through success and track record versus status ascribed to a person’s position or potential, e.g. age, family and background (achievement versus ascription)
Dimension 6: Control and effective direction comes from within versus control, and effective direction comes from without (inner-directed versus outer-directed)
Towards a ‘Big Bang’
Dimension 7: Time is conceived of as a ‘race’ with passing increments versus time is conceived of as a ‘dance’ with circular iterations (sequential versus synchronous)
Innovation, teams and cultural value differences: a summary
Chapter 7 – Teaching Innovation And Entrepreneurship: The Singapore Experiment
Overview
Developing a methodology
Can we model the innovative process?
Conclusion: an answer to world crises?
Chapter 8 – Innovation, Learning And Organisational Structure
Creative people and teams are necessary but not sufficient
Summary
Chapter 9 – Culture As The Integrator Of Innovative Values
The importance of corporate culture
The need for a new paradigm for corporate culture
Towards an integral organisation
From intimacy to invention
From invention to intention
From intention to routine implementation
From implementation to inventing
Summary
Chapter 10 – What Should A Leader Do Now?
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