Lead Innovative Thinking And Practice

BSBINN801 Australia institute of Business & Technology

 

 

 

 

 

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CONTENTS Techniques to stimulate innovative thinking……………………………………………2 Analyzing trends in thinking……………………………..……………………………………..5 Thinking Skills & Capabilities……………………………………………………………………6 Thinking outside the Box………………………………………………………………………..12 The benefits of a creative workplace…………………………………………….………..15 Leadership enabler of thinking and practice……………………………………………21 Mechanisms and promoting to audience……………………………………………..…27 Personal Best Thinking………………………………………………………….……………..…33 Workplace thinking practices in an organization…………………..……………..…37 Characteristics of successful innovating organizations………………….……..…38 Study Case………………………………………………………………………………………………40 Barrier Risks to Innovation……………………………………………………………………..46 Lead Innovative Practice to promote knowledge transfer and monitoring processes…………………………………………………………………………………..…………..52 Critical Thinking………………………………………………………………………………………55 The Business case for Innovation…………………………………………………………….58

 

 

 

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Lead Innovative Thinking & Practice

Techniques to stimulate innovative thinking

The Success of most business has a reason behind called as Innovative and Creative

thinking. Preserving the ability to harvest innovative thinking is crucial if a business

plans to cultivate and expand.

Innovative thinking and ideas are the main fuel for any business and it is directly

responsible for most new products and services we see being rolled out on a

regular basis. Most undertaking result of successful organizations come from

ambitious entrepreneurs’ creative idea that was put into action.

Techniques can be learned, but it’s hard for a person to evaluate himself, what is it

that prevents him from being creative and how to change the way of thinking. If

we manage to do that, techniques are easy work. To stimulate creativity, you must

change the way to create an atmosphere where they will not block innovation by

establishing control over the staff.

Creativity is needed in some form or method and technic for business success to be

achieved.

 

 

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Here are 5 technics and tools that approaches to stimulate your thinking and brain

storm of your industry

1- Write Notes

Get into the habit of taking notes of anything that may search you as interesting

as being an opportunity.

Noting existing problems.

By reviewing these notes, you can better focus on the ability to brain storm and

will therefore be greatly enhanced by the relative peacefulness of your

surroundings.

2- Reflect

Gain outlook on your day by reflecting on what went right and wrong according

to plan. The ability to learn from our mistakes is a point to make us better.

In looking back, we ask ourselves how a specific condition could have been

handled and improved.

3- SCAMPER

It is a checklist that helps in discovering the changes that can make to create a

new one.

Here is the meaning of all words:

 

 

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S – Substitute components, materials or people

C – Combine with other products or services, integrate

A – Adapt: change the function, use parts of another element

M – Modify: increase or decrease, change the format, change the characteristics

P – Put: set in a different use

E – Eliminate: remove some items to lower the basic functions

R – Reverse: turn upside down

4- Mind Mapping

Entering a central idea and inventing new and related ideas that spread from the

center is called Conceptual thinking. This conceptual thinking is a path of mind

mapping and It is a technique used to solve complex problems.

5- Brainstorming

This is a broadly used technique for generating ideas.

Some people do not connect directly with innovation and creativity, but one of its

goals is to create a good future thinking and practice and atmosphere that will

relieve of the pressure and give ideas.

 

 

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At the start, quantity of ideas is more important and after a time we should come

to the quality. The goal of brain storming is to encourage employees to think

alternative.

Analyzing trends in thinking

Analyzing trends means looking at how a potential driver of change has developed

over time, and how it is likely to develop in the future.

Trend analysis can be a powerful tool for developing strong content, that can erase

favoritisms and open minds by innovating far-reaching developments that might

affect the conditions in which education takes place. Analyzing trends is an

important strength in the workplace on how they can analytically refer to the

ability to collect and analyze information, solve problem and make decisions. These

strengths can help solve a company’s problems, and increase and benefit a

company’s productivity.

Leaders use thinking trends to understand and prepare for the future to:

1- Develop plans for long term strategy

2- Develop strategic plans and processes

3- Identify new business opportunities

4- Identify new products and markets

5- Help teams to recognize the need of change

 

 

 

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Thinking Skills & Capabilities

 

What is Metacognition?

 

It is generally: 1- Thinking about thinking 2- Knowing what we know and what we don’t know 3- Awareness of the process of learning 4- Managing learning

Metacognition refers to higher order thinking which involves active control over

the cognitive processes engaged in learning. Activities such as planning how to

approach a given learning task, monitoring comprehension, and evaluating

progress toward the completion of a task are metacognitive in nature. Because

metacognition plays a critical role in successful learning, it is important to study

metacognitive activity and development to determine how students can be taught

to better apply their cognitive resources through metacognitive control.

know what is meant by ‘metacognition’

1

be aware of a range of strategies of metacognition

2

know how to plan and run an effective session

3

Plan Monitor Redirect Evaluate

 

 

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Metacognition consists of both metacognitive knowledge and metacognitive

experiences or regulation. Metacognitive knowledge refers to acquired knowledge

about cognitive processes, knowledge that can be used to control cognitive

processes. Flavell further divides metacognitive knowledge into three categories:

knowledge of person variables, task variables and strategy variables.

 

 

 

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Stated very briefly, knowledge of person variables refers to general knowledge

about how human beings learn and process information, as well as individual

knowledge of one’s own learning processes. For example, you may be aware that

your study session will be more productive if you work in the quiet library rather

than at home where there are many distractions. Knowledge of task variables

include knowledge about the nature of the task as well as the type of processing

demands that it will place upon the individual. For example, you may be aware that

it will take more time for you to read and comprehend a science text than it would

for you to read and comprehend a novel.

Finally, knowledge about strategy variables include knowledge about both

cognitive and metacognitive strategies, as well as conditional knowledge about

when and where it is appropriate to use such strategies.

Strategies for Developing Metacognition

Metacognitive strategies are sequential processes that one uses to control

cognitive activities, and to ensure that a cognitive goal (e.g., understanding a text)

has been met. These processes help to regulate and oversee learning, and consist

of planning and monitoring cognitive activities, as well as checking the outcomes

of those activities.

 

 

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Metacognitive strategies are what you design to monitor your progress related to

your learning and the tasks at hand. It is a mechanism for controlling your thinking

activities and to ensure you are meeting your goals. Metacognitive strategies for

learning a new language can include the following:

• monitoring whether you understand the language lessons;

• recognizing when you fail to comprehend information communicated to

you in the new language;

• identifying strategies that help you to improve your comprehension;

• adjusting your pace for learning the information (for example, studying for

2 hours, rather than 1 hour, every day);

 

 

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• maintaining the attitude necessary to ensure you complete the lessons in a

timely manner;

• creating a check-in system at the end of each week to make certain you

understand what you have learned.

Understanding cultural strategic thinking is like this: When I work with people of

different cultures, this is a framework and approach to help me understand how I

think when I work with them. It helps me to recognize the cultural experiences I’ve

had, and to identify preconceived notions I might have about their culture,

whether it’s race/ethnicity, social culture, age group—you name it. Cultural

strategic thinking forces me to create experiences and new learning that helps me

to accomplish my objectives as a global manager.

Individuals like this leader are good at applying strategies that focus their attention

on the goal at hand. They search for, and derive meaning from, cultural interactions

and situations, and they adapt themselves to the situation when things do not pan

out as they expected. Culturally intelligent leaders also monitor and direct their

own learning processes. They have established a high motivation for learning the

metacognitive process, either because they know it is a benefit or because others

tell them it is beneficial to them.

 

 

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Knowledge of information and basic skills provides a foundation for developing

metacognition. Metacognition enables leaders to master information and solve

problems more easily. When a leader has mastered the basic skills needed for

intercultural interactions, they can actively engage in the interaction because they

do not have to pay attention to the other dynamics and demands of the situation.

Culturally intelligent leaders can practice metacognition, and they are not afraid to

use it in their everyday life.

Key Points:

 Promoting metacognition helps take more control on learning

 There are a range of strategies that indorse metacognition

 Planning sessions is a good starting point for developing metacognition

 The techniques involved are a part of the learning process:

 They occur at strategic moments in the teaching sequence

 They help make the Thinking Skills & Personal Capabilities(TS&PC) explicit

 They introduce and develop a common language to think and learn

 They need to be planned and motivated

 

 

 

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Thinking outside the Box

Thinking outside the box is a skill highly advised in organizations.

The phrase “think outside the box “creates this vision of cutting edge thinking that

leads to innovation. It’s a skill that provides real opportunities in both the Internal

and External Scopes. It’s a skill that can create enormous competitive advantage –

personally and organizationally.

So, what are External and Internal Dimensions of thinking outside the box?

The Internal Dimension deals with the questions like:

1- How can I look at the world differently?

2- How can I be more creative and innovate?

3- How can I shift my thinking in providing perspectives, solutions,

presentations?

The operative word in the internal dimension is “I”. It deals with internal self-

development to obtain greater skill and capacity in out of the box thinking. It

involves being able to challenge own behavior, attitudes and principles.

 

 

 

 

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As you take these kinds of actions, you are on your way to expanding your

thinking.

The External Dimension deals with questions like:

How can we access the thinking of other people to create new solutions and

innovative ways?

What are the different ways we can involve the organization?

What do others think about this problem and condition?

Who can we call on to help address this issue?

In the External Dimension the operative word is “We”.

It starts with having the principals that you can develop this skill or enhance its development

 

Then it requires the thinking that gaining this skill has personal value

 

Then it requires a list of how you view yourself

 

At last it requires to change and challenge yourself and see things differently

 

 

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It is to look outside ourselves and think of the people resources of the

organization thinking.

The External Dimension can provide organizations their greatest opportunity for

growth, innovation, and competitive advantage.

This dimension counts on the certainty that each person has a unique viewpoint to

offer, and that the way to expanded thinking is through the shared thinking of

people with visions gained from education, experience, motivation, and a mass of

other sources.

The advantage of the External Dimension is:

1- more cost effective

2- innovative

3- creative solutions

The weakness is:

Many organizations aren’t willing to change their performances

Top Five Analytical Skills

1- Communication

You need to be an effective communicator to explain the patterns in the data.

 

 

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2- Creativity

Creativity is to problem solving and should often think outside of the box to come

up with effective solutions to big problems.

3- Critical Thinking

Critical thinking is what helps to make decisions that help solve problems.

4- Data Analysis

It is being able to examine a large volume of data and find trends in that data.

5- Research

It is to first collect data or information before analyzing it. All in all, you must

acquire more about a problem before solving it.

 

The benefits of a creative workplace

It’s no secret that organizational leaders need to cope with and respond to

increasingly complex organizational issues. Sometimes, these issues and problems

can be solved by applying a standard formula or set of actions: thoroughly

analyzing the circumstances and drivers, applying logic to determine a course of

action or following what’s been done before. Other times, particularly when the

 

 

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issue is something the organization hasn’t faced before, genuine innovation is

needed to solve problems and satisfy stakeholders.

In most organizational settings, leaders are expected to be able to think creatively

and come up with innovative solutions to work-based problems. And they often

do. But fostering and harnessing the creative abilities of a whole team is likely to

produce an even richer selection of creative ideas and solutions to work tasks and

problems. This is because diverse group members collectively possess knowledge

and a variety of perspectives not found in just one person.

Specific benefits of creativity in the workplace include:

Better teamwork and team bonding;

Increased workplace engagement and interaction;

Improved ability to attract and retain quality employees;

Increased staff morale, fun and happiness; and

Increased workplace problem solving and productivity.

For more than two decades, Teresa Amabile (1998) and her associates investigated

the link between the work environment and creativity. She identified six leadership

and management practices that foster creativity in the workplace. These findings

 

 

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are consistent with the observations of many other researchers and creativity

consultants.

The six practices are:

Intellectual challenge

Match people with the right problem-solving experiences, that is, experiences

that challenge or stretch them intellectually. This enhances creativity because it

supports expertise and intrinsic motivation. But, the amount of stretch is critical;

too little challenge leads to boredom, but too much challenge leads to feelings of

being overwhelmed.

Freedom to choose method

Employees tend to be the most creative when they are granted the freedom to

choose which method is best for attaining a particular work goal. Stable goals are

also important because it is difficult to work creatively towards a moving target.

Supplying the right resources

Time and money are important resources for enhancing creativity. Deciding how

much time and money to give to a team or project is a tough judgement call that

can either support or stifle creativity. Under some circumstances, setting a time

 

 

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deadline will trigger creative thinking because it represents a favorable challenge.

False deadlines or impossibly tight ones can create distrust and burnout. To be

creative, groups also need to be adequately funded.

Effective design of work groups

Work groups are the most likely to be creative when they are mutually supportive,

and when they have a diversity of backgrounds and perspectives. Getting the mix

of team members ‘right’ does require experience and intuition on the leader’s part.

Supervisory encouragement

The most influential step a leader can take to bring about creative problem

solving is to develop a ‘safe’ atmosphere that encourages people to think freely.

This includes making it okay for people to challenge assumptions and disagree

with the leader. If people don’t feel safe, they will only parrot their leader’s

ideas. Creative ideas should also be evaluated quickly rather than put through a

painfully slow review process.

The entire organization as well as the immediate leader or manager should

support creative effort if creativity is to be enhanced on a large scale.

Organizational leaders should encourage information sharing and collaboration,

which lead to the development of expertise needed for creativity and to more

 

 

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opportunities for intrinsic motivation. Executives who combat excessive politics

can help creative people focus on work instead of fighting political battles. In a

highly political environment, an employee would be hesitant to suggest a creative

idea that was a political blunder.

Other tips and actions to model positive creative thinking at the individual level

and organization-wide is to:

Encourage a mindset of continuous learning. If you aren’t constantly refilling the

creative pool, it will eventually run dry.

Encourage staff to seek new information, new knowledge and new ways to do

things, constantly.

Support team members to attend conferences or other learning and development

events. Model habits of curiosity, observation, listening, reading and recording in

the workplace.

Seek multiple options. Don’t be satisfied with one solution, once the team has a

good idea, encourage them to look for another, and then another. Give yourself

and the team the opportunity to choose the best from several options.

Suspend judgment. To encourage new ideas, don’t evaluate them too early, relax

your guard and let the ideas flow.

 

 

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Lunchtime brainstorms. Encourage weekly, fortnightly or monthly lunchtime

meetings of a small group of staff to engage in creative thinking and share ideas for

how those ideas could be applied to the organization.

Engage fresh eyes. Provide opportunities for employees who do not normally

interact with one another to meet. Invite people from other departments or areas

to your brainstorming sessions, and ask them how they would solve your problems.

Take breaks. The human brain uses more energy than any other part of the body

and so needs constant replenishment. Rest is one of the key components to

increasing personal energy, productivity and creative thinking. Many people do not

take advantage of their breaks (lunch or other) during the day and, as such, are not

giving their mind a true break from the stresses of the day.

Encourage staff to use break time to walk around the building, sit outside or chat

to colleagues about non-work-related topics.

Get the culture right. Research suggests that the most effective group environment

for creativity is one in which there is fun, humor, spontaneity, and playfulness.

However, creating such a climate in a workplace setting isn’t easy. But, leaders can

support this by fostering a permissive atmosphere in which individuality and

humor are acceptable and mutual respect, trust, and commitment are the norm.

 

 

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Leadership enabler of thinking and practice

While various definitions of authentic leadership have been developed, Avolio, et

al, suggest there is general agreement that the following are key components of

authentic leadership:

• Balanced processing—that is, ‘objectively analyzing relevant data before

making a decision’.

• Internalized moral perspective— that is, ‘being guided by internal moral

standards, which are used to self-regulate one’s behavior’.

• Relational transparency—that is, ‘presenting one’s authentic self through

openly sharing information and feelings as appropriate for situations’.

• Self-awareness—that is, a ‘demonstrated understanding of one’s strengths

and weaknesses, and the way one makes sense of the world’ (2009).

We can define the Leadership Enabler of thinking and practice to:

1- Permit

2- Attitude

3- Design

 

 

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4- Accountability

5- Support

6- Conversation

In general, leadership decision making (LDM) among other qualities and

functions of a leader offers an ongoing creativity and important new insights

into leadership and management activities in all organizational operations.

The purpose of this study is to identify the factors influencing success in

decision making among organizational executives, leaders, mangers, and

supervisors in organizations’ practices. Organization is undoubtedly a

systemic network that is both complex and dynamic in nature. In

organizations, tough quality and sound decision making are the major

element and essence of leadership. The other goal of this work is to discover

a scientific break-through which is based on the experience, knowledge, and

the skills of the selected participants of this study with the aim of improving

quality decision making among leaders and overall accomplishment of

organizational goals, objectives, and performance. In this regard and for

effectiveness, a leader must have self confidence to gather and process

information and solve problems. For them a person riddled with self-doubt

would never be able to take the necessary actions nor command the respect

of others. Leaders must know what decisions to make and keep the interest

of all stakeholders involved. Followers will be less committed to the team if

the leader doubts their decisions. They must show followers that they are

able to acknowledge when they are wrong and move forward to a better

solution. In discussing the statement of the problem; bad policy and

 

 

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inconsistence in decisions making are among the major challenges in

organizational systems and have created many unresolved problems among

leaders and their employees in our current workplace and entire society. The

inabilities of some leaders in developing good policy standards, knowledge,

basis, protocols, environments, and skill that incorporate support and

optimal decision design for their organizations is troubling and have caused

the closure of many business in the country due to either law suit or

mismanagement. Another significant problem that encouraged this work is

the lack of knowledge on how to design positive decision environment,

healthy communication skills, and essential tools for leadership decision

making in the entire organization. Many leadership practitioners and

scholars believed that any organization faced with negative policy and

decisions by its leadership and management will continue to fail, their

people will be often left to ponder the cause, and that organization would

be unproductive in their business while giving way to employees to break

the circle for both job performance and goal accomplishment. For instance

[1], said, “Authentic leaders exemplify high moral standards, integrity,

honesty, and authentic leaders acknowledge their personal limitations and

shortcomings, and are therefore less likely to adopt a defensive attitude

about organizational problems”. Furthermore, creative policy development

and decision making among organizational leaders and management are of

vital importance to the growth, development, and success of any business

establishments. For instance, choosing the best alternative from many

alternatives and making a good decision in critical matters and challenging

situations is always a good strategy of solving problems in most

 

 

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organizations. Thus, the problem in most organizations is that problems tend

to present themselves in non-associated symptoms. And the tendency of

organizational members and business executives is often to address

symptoms of the problem irrespective of the facts that members may

“know” that the problem they are addressing is just a mere symptom. This

point contributes among other factors, one of the major loopholes in

decision making by managements and organizational leaders. However,

being able to see problems from a variety of other perspectives from within

the organization allows for a better understanding of the problem.

However, there is a gap in literature particularly on leadership decision

making and the variations that exist on the manner, perceptions, skills, and

processes used in making decisions.

This qualitative ethnography study was centered on identifying the factors

influencing success in decision making among organizational executives,

leaders, mangers, and supervisors in organizations’ practices and

effectiveness. This method allowed the researcher to see and work with the

participants from both their natural environment and cultural individual

settings. By using this method, the researcher did not seek to conduct full

contextual description but rather looked-for patterns in meaning as well as

similarities and differences that lead to contextualization, categorization and

eventual theoretical codes and …