Weird Ideas That Work
11 1/2 Practices for Promoting, Managing, and Sustaining Innovation
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- ¥1,800
発行者による作品情報
A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive.
Creativity, new ideas, innovation—in any age they are keys to success. Yet, as Stanford professor Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative.
In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction," strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton's work, we have the tools we need to do so.
PUBLISHERS WEEKLY
Who'd have thought fighting with each other would be good for employees? Or that ignoring superiors would be a wise business practice? Sutton, consultant and professor at the Stanford Engineering School, advocates taking a nontraditional approach to innovation and management in this quirky business manual. He advises taking unorthodox actions, suggesting managers forget the past, especially successes; hire people who make them uncomfortable and hire slow learners. According to Sutton, these unconventional steps are particularly important when companies are dealing with unusual problems or stuck in a rut. Standard management policy may ssuffice for routine work matters, but weird ideas are far more effective when employees are trying to use innovative techniques. Sutton uses many real-life examples, like Tetley's pioneering round teabags, to show readers how his suggestions can work. But he observes that even companies such as IBM, Lucent and GE, which have been praised for their innovation, devote only a small percentage of their annual budgets to testing new products and services. Sutton's writing is clear and persuasive, and his book takes an insightful look at innovation. Unfortunately, there is so much theory here that some readers may find it difficult to access much of Sutton's practical advice.
