Innovation potential is the ability of a person to think in a unique and boundary breaking way. More than just creativity, innovation potential speaks to an individual’s capacity to generate novel and useful ideas that can inspire others and produce growth.
Creativity and innovative problem-solving must be cultivated within an organization. While productive, useful idea-generation does require a degree of structure, and even deadlines, a truly innovative organization provides its employees with room to explore, pursue novel approaches, and even fail (Ciit, 2016).
There are countless pieces of advice when it comes to improving work that relate to becoming more productive, efficient, profitable, happy, etc. While much of the advice available for free is not rooted in solid evidence, one of the main scientific assets to understanding workplace improvement is behavioral science. There is a breadth of evidence, even entire academic disciplines, which suggest that insights from psychology in particular are directly correlated to improving internal and external relations and practices at work. This blogpost highlights some of the main direct and indirect influences of behavioral science at the workplace and highlight how many principles can easily be implemented to much success.
This CQ Dossier will review the existing psychological research on how innovation and innovative thinking is defined, its relation to creativity, and how it impacts success in an organizational context.
In most professional settings, doing innovative, meaningful work requires effective collaboration with a team. This CQ Dossier provides an overview of evidence-based practices to form innovative groups.
A well-developed, well-run organization helps its employees to thrive. Under supportive, skilled management, individuals feel secure, trust that their organization values them, and feel liberated to raise concerns and propose new solutions to existing problems. A warm, relaxed, but stimulating professional climate tends to encourage innovative thinking as a result.
As a manager, it is largely your responsibility to cultivate an environment where innovative ideas can be generated – and evaluated for their usefulness. Management decisions and policies can have a significant impact on how inhibited employees feel, and how free they are to express new ideas that are challenging and potentially valuable. A great deal of research exists today regarding how creativity and innovation can be boosted by management within an organization. In this Evidence-Based Learning Management Team (EBMLT), the latest research on the subject will be reviewed. Below is a broad introduction to some of the topics that will be covered.
In order for a work team to thrive and develop innovative, paradigm-challenging ideas, creativity must be properly fostered. Working towards that requires that you, as a manager, recognize that creative output is inherently risky and vulnerable – especially when the pressure is high and the need for a useful solution is paramount (Paulus, 2000).