Robert I. Sutton
Stanford Graduate School
of Business
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Most managers try to develop new ideas by relying on the practices and perspectives that made them successful today. In this presentation, Professor Bob Sutton argues that approaches that help a company succeed can also limit innovation and creativity. To innovate, companies must behave in ways that clash with accepted practice. The 11 1/2 weird ideas are often practical but nonintuitive tools to generate and experiment with new ideas while maintaining short-term performance.
Robert I. Sutton is professor of organizational behavior at the Stanford Business School and professor of management science and engineering at the Stanford School of Engineering, where he is codirector of the Center for Work, Technology, and Organization and an active researcher in the Stanford Technology Ventures Program.
Learning Goals
Professor Robert Sutton's presentation and supporting materials are designed to help you:
- Recognize how encouraging innovation differs sharply from supporting routine work.
- Identify the type of people you need to drive innovation in your organization.
- Manage your workforce so that innovation is supported rather than stifled.
- See the world from the perspective required for creativity.
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CIP: Fostering
Innovation |
Innovation is a result of the creative process, which requires stimulation to grow and develop. Learn how to create environments which support and facilitate creativity, and thus drive innovation. Understand the common mistakes leaders make that inhibit their employees’ ability to innovate successfully. Identify action steps that can enhance your employees’ capacity to innovate.
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HMM: Innovation
and Creativity |
How to stimulate creative thinking in an intellectually diverse workgroup. Learn to assess and then tailor the physical and psychological environment to stimulate creative thought and how to manage the process of innovation for maximum impact on your organization. |
