All corporate CEOs, top executives, and other business leaders say they want creativity and need real innovation in order to thrive in a competitive world. Read more...
All corporate CEOs, top executives, and other business leaders say they want creativity and need real innovation in order to thrive in a competitive world. But according to startling research from former Wharton management professor Jennifer Mueller, the truth is that many business leaders chronically reject creative solutions and often embrace the familiar, even as they profess commitment to innovation.
Mueller's research also reveals that it's not just CEOs, but educators, scientists, and many, many others who often struggle to accept new and creative ideas even when desired. Mueller parses the tough questions that these findings raise. Could people love but also hate creative ideas? Could the mindset we use to evaluate ideas turn this love or hate on or off--in an instant? Do experts struggle even more than novices with this bias? And even more startling, could the "best practices" that organizations employ to manage innovation activate this bias, and inadvertently, kill innovation?
Mueller diagnoses this hidden innovation barrier, and provides solutions, including:
O A four- step process (and a fifth lifeline) to self-disrupt your current mindset and recognize creative opportunity;
O an idea-pitching framework aimed at helping you overcome other peoples' sticky preference for the status quo;
O key organizational levers to disrupt the cultural beliefs holding your company back;
O tips to more accurately recognize creative leaders who can lead organizations in productive new directions, and
O strategies to generate ideas without harming your ability to make them count with the decision-makers.
Based on the latest psychological studies in the field, along with numerous illustrative examples, Creative Change is the kind of provocative creative leadership book that will be discussed for years to come.
- ISBN-13: 9780544703094
- ISBN-10: 054470309X
- Publisher: Houghton Mifflin
- Publish Date: January 2017
- Page Count: 239
- Dimensions: 8.4 x 5.7 x 1.1 inches
- Shipping Weight: 0.8 pounds
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2016-10-17
- Reviewer: Staff
Mueller, a management professor and author of the viral paper The Bias Against Creativity, has spent nearly two decades studying the subject of creativity. Her conclusion is that our current dialogue on the topic urgently needs to change, as American workplaces and institutions remain generally resistant to creativity. She asserts that this tendency will lead to uncreative destructiona preference for the known even when new solutions are necessary. She seeks to provide insight into the origin of this hidden barrier, putting forth the premise that people actually both love and hate creativity depending on the circumstances. The book outlines a four-step process for disrupting this dysfunctional mind-set in oneself, and it also provides strategies for getting others to break their habitual thinking. Elsewhere, Mueller looks at organizational structure and its role in stifling positive change. Of particular relevance is her chapter on the bias against innovative leadership. This enlightening book not only shows why people reject creativity but provides solutions on how to switch ones thinking and truly welcome it. Agent: Giles Anderson, Anderson Literary Agency. (Jan.)