The Employee Engagement Network


Here’s a recent post by the folks the Drucker Exchange (the Dx) that hosts an ongoing conversation about bettering society through effective management and responsible leadership. It is produced by the Drucker Institute, a think tank and action tank based at Claremont Graduate University that was established to advance and build on the ideas and ideals of Peter F. Drucker (1909-2005), the father of modern management.

"The Dx was first published as Drucker Apps in 2009 (see Dx archives). Renamed and reconfigured in October 2010, the Dx is now designed to stimulate a discussion of current events that is illuminated by Peter Drucker’s timeless teachings. It is a blog for people who want to get informed, involved and inspired to convert ideas into action."

In several dozen previous posts, I’ve shared a wide variety of opinions about what innovation and creativity are do. Once again as is generally the case, Peter Drucker was at least 15-20 years ahead of his time, providing the "shoulders" to which a 12th century French monk, Bernard of Chartres,  once referred and on which so many prominent business thinkers now stand. In the artricle that follows, the focus is on Mozart but -- once again -- through the prism of Drucker's original insights.

To check out the wealth of resources and sign up for email alerts, please click here.

*     *     *

“They showed no corrections of any kind. Not one. He had simply written down music already finished in his head.”

This line, from the film version of Amadeus, is how mediocre composer Antonio Salieri describes a musical score by Wolfgang Amadeus Mozart. In real life, Mozart’s work had plenty of false starts. Nevertheless, the idea of creativity being nearly heaven-sent is a persistent one across many fields. The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators, a new book by professors Jeff Dyer of Brigham Young University, Hal Gregersen of INSEAD and Harvard’s Clayton Christensen, offers a heftily-researched look at how innovation and creativity work. “Becoming a more innovative thinker takes patience and hard work,” explains an article about the book on CNNMoney. “Groundbreaking ideas, even those that look like bolts from the blue, usually come from painstaking preparations.

                                                                                                                            Above: Unfinished portrait

                                                                                                                            of Mozart by Joseph Lange

 

This was a concept that Peter Drucker frequently emphasized, most prominently in his 1985 classic Innovation and Entrepreneurship. Companies that innovate successfully don’t view inspiration as mysterious and elusive—or get caught “waiting around,” as Drucker put it, “for the muse to kiss you.”

“They view it as the result of concerted effort and sound processes.  “Most of creativity is just hard and systematic work,” Drucker told an interviewer in 2000. “Innovation has to have a systematic approach.”

That approach doesn’t even have to be fleet-footed. “While others rush around in the frenzy and busyness which very bright people so often confuse with ‘creativity,’ the plodder puts one foot in front of the other and gets there first,” Drucker wrote in The Effective Executive.

Drucker ultimately identified a very particular course for the plodder to travel by spelling out seven specific sources of innovative opportunity. “The line between these seven source areas . . . are blurred, and there is considerable overlap between them,” Drucker wrote. “They can be likened to seven windows, each on a different side of the same building.” They are:

Unexpected events (successes or failures)


Incongruities (or the difference between what is and what everybody assumes something to be)


Process needs (where you perfect a process that already exists or replace a link that is weak)


Disruptions in industry or market structure


Shifting demographics


Changes in perception


New knowledge (both scientific and nonscientific)

For those who are relatively unfamiliar with Peter Drucker's work, I highly recommend The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management, published by Harper (2008). t is available in a softbound edition and for sale by Amazon for only $11.42

Comment

You need to be a member of The Employee Engagement Network to add comments!

Join The Employee Engagement Network

580 Videos Related to Employee Engagement

Click on this eBook listing over 580 videos available on the network. When you open the document up online you can click on the title to go directly to the video. Happy and engaged viewing.

EEN Facebook Feed

Ask yourself: Do you work better in the morning and in the evening? Take off eve...

Ask yourself: Do you work better in the morning and in the evening? Take off every afternoon! Why are you working five days in a row? Can you work alternate days – and rest every other day. If you usually take a fortnight’s holiday (if that!)? Could you take three weeks or a month? Is your optimum output better if you take ten weeks off, instead of four, and work with more energy during the times that you DO work?


Work In The Zone | LinkedIn
www.linkedin.com
“The higher your energy level, the more efficient your body. The more efficient your body, the better you feel and the more you will use your talent to produce outstanding results.”Tony RobbinsIt’s

Word power made easy...

Word power made easy...


Create A Vocabulary That Inspires Employee Engagement
www.forbes.com
It's official. Employee engagement is the new black. I’ve been writing and thinking a lot about it lately, as have others. The very notion of how leaders and employees engage has slowly morphed away from ‘companies have to do this because employees want it’ to ‘companies have to do this [...]

The one question employee engagement survey: Why are you still here?

The one question employee engagement survey: Why are you still here?


The shortest Employee Engagement survey has one question | Leandro Herrero
leandroherrero.com
And the question is: ‘Why are you still here?’ You learn about the organization by asking questions to employees when they leave you (exit interviews) but you learn far more when you ask them why they are staying (‘stay’ interviews). It’s not a joke. ‘Why are you still here?’ – with the emphasis on…

Open employee engagement with your key moment http://conta.cc/1p8ny4U

Open employee engagement with your key moment http://conta.cc/1p8ny4U


Open employee engagement with your key moment
conta.cc
What is the key moment at work that has the biggest impact on engagement for you and others? Is it the start of the day? The end of the day? How you begin a mobile meeting? Dealing with a conflict or work overload? Find the key moment and determine what you can do to prevent that moment from turning…

© 2014   Created by David Zinger.

Badges  |  Report an Issue  |  Terms of Service