The leadership at IDEO gave the impression that it was fine to be playful at work to be productive in creativity
The leadership at IDEO gave the impression that it was fine to be playful at work to be productive in creativity. David Kelley, founder of IDEO, set the stage for all new and up-coming leaders. (Puccio, 2011). Leaders at IDEO have worked hard to eliminate the “us vs. them” mentality. (Puccio, 2011). Traditional indicators of hierarchy, such as plush corner offices and titles, are missing. Employee performance is more important than seniority, and the behavior of IDEO leadership consistently demonstrates that flexibility is “in” and rigid rules are “out.” (Puccio, 2011). Whether it is modeling the way, helping design the workspace or supporting creative processes, IDEO leaders keep a focus on inspiring employee imagination and innovation. (Puccio, 2011).
IDEO pays a great deal of attention to the work environment, both physical and psychological, (emotional). (Puccio, 2011). Nothing is out of bounds if it is for a good cause. One employee built a pulley system to suspend his bike in the air over his workspace to get it out of the way. It turned out to be such a hit that others followed his lead. (Puccio, 2011).
At the Marriott, where I worked until 2011, if the same kind of leadership was implemented, like IDEO, it would have been so relaxed, and a fun place to work. Employees would have enjoyed coming to work, and would have made a better effort to become more creative. An important aspect of IDEO’s creative work environment is the presence of teams. According to Tom Kelley, “Teams are the heart of the IDEO method.” (Puccio, 2011).With a strong belief against the “lone” inventor, IDEO establishes teams for all types of tasks and projects. (Puccio, 2011). By leveraging diverse knowledge bases, personalities and experiences, IDEO teams generate countless breakthroughs (Puccio, 2011).
Over the last 20 years, IDEO has developed a 5-step new product development process that harnesses the collective imagination of project teams. (Puccio, 2011). Not only is the
IDEO pays a great deal of attention to the work environment, both physical and psychological, (emotional). (Puccio, 2011). Nothing is out of bounds if it is for a good cause. One employee built a pulley system to suspend his bike in the air over his workspace to get it out of the way. It turned out to be such a hit that others followed his lead. (Puccio, 2011).
At the Marriott, where I worked until 2011, if the same kind of leadership was implemented, like IDEO, it would have been so relaxed, and a fun place to work. Employees would have enjoyed coming to work, and would have made a better effort to become more creative. An important aspect of IDEO’s creative work environment is the presence of teams. According to Tom Kelley, “Teams are the heart of the IDEO method.” (Puccio, 2011).With a strong belief against the “lone” inventor, IDEO establishes teams for all types of tasks and projects. (Puccio, 2011). By leveraging diverse knowledge bases, personalities and experiences, IDEO teams generate countless breakthroughs (Puccio, 2011).
Over the last 20 years, IDEO has developed a 5-step new product development process that harnesses the collective imagination of project teams. (Puccio, 2011). Not only is the
References: Brown, Ed, “A day at Innovation U”, Fortune, Volume 139, Issue 7, Pages 163-165, New York, Apr 12, 1999. Kelly, T. (2001). The art of innovation: lesson in creativity from IDEO. NY, NY: Doubleday Tom Peters interview with David Kelley, Retrieved Aug. 4, 2015 www.tompeters.com/cool_friends/friends.php Puccio, G. J., Mance, M., & Murdock, M. C. (2011) Creative climate: Work environment allows IDEO to deliver promise of innovation. In Puccio, Mance & Murdock, Creative leadership: Skills that drive change (pp. 314–320). Los Angeles, CA: Sage.