Leading Innovation and Change

Only available on StudyMode
  • Download(s) : 831
  • Published : September 3, 2012
Open Document
Text Preview
Student #: 110098988 Leading Innovation and Change Assignment 1 (Draft) October 27, 2011 I confirm I have read the University regulations on plagiarism, and that this assignment is my own work.

Word Count: 2536

TABLE OF CONTENTS

  Introduction:
 .........................................................................................  Error!
 Bookmark
 not
 defined.
 
  What
 are
 change,
 creativity
 and
 innovation:
 ..........................
 Error!
 Bookmark
 not
 defined.
 
  Innovation
 and
 change
 challenges:
 .............................................
 Error!
 Bookmark
 not
 defined.
 
  How
 organizations
 become
 more
 creative
 and
 innovative:
 .............................................................  4
 
  Change
 Initiatives
 ………………………………………………………………………………………………………5  
  Personal
 Change
 Philosophy
 ………………………………………………………………………………………6  
  Bibliography
 ..........................................................................................................................................................  7
 
 

 
 

Introduction:

Virgina Satir (as cited in Smith: The Satir change model) boldly stated, “improvement is always possible.” This conviction is at the heart of all successful organizations as they strive to evolve and stay current and competitive in the 21st century. Today’s leaders are charged with the monumental task of leading people; people whose work produces results.

In a time of global commerce, free trade, and interactive marketplaces, it is more imperative than ever that organizations become strongholds of innovation and change. Holbeche (2006, p.ix) emphasizes this thought when she cogently writes that “today’s organizations operate in a challenging environment . . . in a ever more complex world” and strongly declares that “change has become the constant. Isaksen and Tidd (2006, p.xv) stress “there is an urgent need for new and improved thinking about leadership . . . [as] older leadership models . . . do not adequately address today’s challenges.

Leaders make a huge difference in any organization, consequently it is up to those leaders to inspire and create the environment that will entertain and sustain change. Isaksen and Tidd (2006, p. xv) declare “successful organization transformation and managing change demand both leadership and management as well as creativity and innovation.” After all, effective leadership is about seeing people, contexts, and environments as if they are being seen for the very first time. Virginia Satir’s model of change commences with the status quo.’ It is this status quo that must challenged if effective change is to be manifested. Indeed Von Stamm (2008, p. xi) speaks of a “dissatisfaction with the status quo” as being an essential component, and at the heart of the change equation.

Failure to embrace change most certainly means organizational failure on the whole. Isaksen and Tidd (2006, p.5) emphatically state that “increasing competition within all markets, and on a global level, means that the costs of not changing can be to high for organizational survival.” Thus, observing the status quo for too long ensures that an organization with lose their competitive advantage, and perhaps, their very existence as well. In an organizational context, observing the status quo generally applies to an organization where systems have been in place for a long time and generally refers to organizations which do not have mechanisms in place to evaluate products, performance or services; it refers to organizations where things

 
 

have stayed the same for a long time. Certainly members of the organization know ‘”how to” knowledge, and perhaps even understand where and how they fit in the organization. Organizations like this need what Satir describes as a...
tracking img