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The innovation killer how what we know limits what we can imagine-- and what smart companies are doing about it

Knowledge is good," preaches the inscription under the statue of college founder Emil Faber in the film Animal House. But as valid as that declamation may be at a university, in the corporate world what passes for knowledge can be a killer. Companies and teams rely on "what we know" and "the way we do things here" to speed decision making and maintain a sense of order. But progress demands change, risk taking, and occasionally, revolution. Processes must be overhauled, assumptions challenged, taboos broken. But how do you do it? Who among the group will take responsibi.

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  • "For true innovation, you may need to think outside the box-and outside the company. Innovation is vital to the success of an organization. But often, "groupthink" and "expertthink" stifle new ideas. This book presents the idea of using outsiders -- people who are not a permanent part of a particular group or constrained by its preconceptions -- to stimulate innovation. They may be employees from other parts of the company, consultants, or even people borrowed through "swaps" with other, noncompeting companies. These outsiders share three characteristics: related expertise: knowledge without the burden of "the way we've always done it"; renaissance tendencies: varied interests and experiences, with the ability to put ideas together in new and useful combinations; psychological distance: they are not tied to the hierarchy of the group, making it easier to propose unpopular ideas. Outsiders can help defeat the kind of thinking that can overcome teams and kill true innovation. The author reveals how to find and work with the right people and shows, through real-world examples, the huge difference they can make."
  • "Knowledge is good," preaches the inscription under the statue of college founder Emil Faber in the film Animal House. But as valid as that declamation may be at a university, in the corporate world what passes for knowledge can be a killer. Companies and teams rely on "what we know" and "the way we do things here" to speed decision making and maintain a sense of order. But progress demands change, risk taking, and occasionally, revolution. Processes must be overhauled, assumptions challenged, taboos broken. But how do you do it? Who among the group will take responsibi."@en

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  • "Electronic books"@en
  • "Livres électroniques"

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  • "The innovation killer how what we know limits what we can imagine-- and what smart companies are doing about it"@en
  • "The innovation killer how what we know limits what we can imagine-- and what smart companies are doing about it"
  • "The innovation killer : how what we know limits what we can imagine--and what smart companies are doing about it"
  • "The innovation killer : how what we know limits what we can imagine ... and what smart companies are doing about it"
  • "The innovation killer : how what we know limits what we can imagine ... and what smart companies are doing about it"@en
  • "The innovation killer : how what we know limits what we can imagine... and what smart companies are doing about it"
  • "The innovation killer how what we know limits what we can imagine--and what smart companies are doing about it"
  • "The innovation killer how what we know limits what we can imagine--and what smart companies are doing about it"@en
  • "The innovation killer : how what we know, limits what we can imagine ..., and what smart companies are doing about it"
  • "The innovation killer : how what we know limits what we can imagine .... : and what smart companies are doing about it"

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