Iscussion: Shared Practice: Harnessing the Creativity of Your Team

Discussion: Shared Practice: Harnessing the Creativity of Your Team

There may come a time when you have to lead an important effort or initiative in your organization. This weeks Discussion puts you in such a place where you are asked to work with a team to develop an innovative customer loyalty program. The challenge is to develop a plan that lays out a process whereby the team has the support necessary to create ideas, evaluate solutions, and implement an innovative program. As you consider the steps you will take to develop your plan, recall the ten fatal flaws that can derail leaders outlined by Zenger and Folkman (2009) and the ways leaders can inhibit creativity discussed by Amabile and Steven (2012). Be sure to keep these in mind as you create your course of action.

Imagine that you have been hired recently as a new manager of an auto-dealership that sells new and pre-owned vehicles. You work for Kendrick Auto Group, which own 27 dealerships in the region. The owner has tasked you with experimenting at your dealership to create a new, effective, and unique customer loyalty program. The current loyalty program is merely imitative of other competitor programs and the owners see an opportunity to create a distinctive organizational strategy that will separate their dealerships from those of the competitors.

As the manager of the dealership, your staff includes sales consultants who show vehicles to potential commercial and individual buyers, financial staff who assist buyers with payment plans, extended warranties, maintenance plans, and loans, and parts and service technicians who help repair and maintain vehicles on the lot and purchased by customers.

Post by Day 3 an organized plan for how you intend to employ the creativity of your staff to create a new and innovative customer loyalty program. (Note: Your plan should not describe a customer loyalty program such as an extended warranty or a maintenance plan. You do not need to develop the plan for the loyalty program.) The idea is to develop a team with a diversity of creative thinking styles from your staff (ideators, clarifiers, developers, and implementers). Be sure to include:

How you would bring a team together and lead them to start such an initiative.

The tools that you have used in this course (design thinking, creative-thinking styles, etc.) to get your team to leave its comfort zone and begin to generate potential ideas. Explain how the thinking style diversity or lack thereof of your team could potentially help or impede the plan.

The techniques you and the team could use to filter/evaluate potential ideas (divergent/convergent thinking) to create a viable customer loyalty program strategy.

Use the resources from this week and from throughout the course to support your plan.

REFERENCES:

Amabile, T., & Steven, K. (2012). How leaders kill meaning at work. McKinsey Quarterly, (1), 124a 131. Retrieved from the Walden Library databases.

In this article, the authors examine four ways that leaders can inhibit creativity and productivity at work. Leaders need to know of these pitfalls, so that they can prevent or reverse their effects on their organizations.

Barsh, J., Capozzi, M. M., & Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 1, 36a 47.
Retrieved from the Walden Library databases.

How does leadership effectively cultivate innovation so that it extends beyond products and services? This article examines the impact a culture of innovation can have on organizations. It reviews what executives need to do if they want to establish a culture of innovation in their organizations.

Cohn, J., Katzenbach, J., & Vlak, G. (2008). Finding and grooming breakthrough innovators. Harvard Business Review, 86(12), 62a 69. Retrieved from df94d9b0bd4a5f85fa6780b9b67f1758

How do organizations identify leaders that can drive innovation in the company? This article reviews the different ways successful companies across industries identify innovative leaders, mentor them, and place them within the organization where they can have the most impact.

Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard Business Review, 86(1), 54a 60. Retrieved from f681723ce94064afdc9f567c211557e3

What is the role of creativity and insight in forging an organizational purpose? The article argues that leaders need to use their creativity keep their companies strategically competitive, even in this age when economic theory sees strategy as a problem to be addressed with analysis not creativity. The author explores the need for leaders to see strategy as a dynamic tool to shape and guide their organizations.

Zenger, J., & Folkman, J. (2009). Ten fatal flaws that derail leaders. Harvard Business Review, 87(6) 18. Retrieved from 15b02284c0e83ff5f3a17159e4e6a201

This short article presents the results of an extensive study of leaders most common flaws. As you read this list and reflect on leaders you have known and interacted with, be sure to consider how these 10 fatal flaws not only inhibit good leadership in general, but creativity in particular.

Iscussion: Shared Practice: Harnessing the Creativity of Your Team

Discussion: Shared Practice: Harnessing the Creativity of Your Team
Read a selection of your colleagues postings.

Respond by Day 7 to at least two of your colleagues in one or more of the following ways (COLLEAGUE POSTS ATTACHED RESPOND AS IF FROM ME DIRECTLY TO THE COLLEAGUE TWO CITATIONS PER RESPONSE PLEASE COVER EACH OF THE INSTRUCTIONS PER RESPONSE)

Expand upon or suggest alternative approaches to your colleagues plan by drawing upon the resources and materials from this course. Justify your contributions with an explanation as to why you think your suggestions will improve the plan.

Share a professional experience that would be relevant and helpful to the plan presented by your colleague. Explain how your experience is relevant and helpful.

Share an insight you gained from your colleagues presentation that you would like to use in your workplace and describe how you would envision using it.

REFERENCES:

Amabile, T., & Steven, K. (2012). How leaders kill meaning at work. McKinsey Quarterly, (1), 124a 131. Retrieved from the Walden Library databases.

In this article, the authors examine four ways that leaders can inhibit creativity and productivity at work. Leaders need to know of these pitfalls, so that they can prevent or reverse their effects on their organizations.

Barsh, J., Capozzi, M. M., & Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 1, 36a 47.
Retrieved from the Walden Library databases.

How does leadership effectively cultivate innovation so that it extends beyond products and services? This article examines the impact a culture of innovation can have on organizations. It reviews what executives need to do if they want to establish a culture of innovation in their organizations.

Cohn, J., Katzenbach, J., & Vlak, G. (2008). Finding and grooming breakthrough innovators. Harvard Business Review, 86(12), 62a 69. Retrieved from df94d9b0bd4a5f85fa6780b9b67f1758

How do organizations identify leaders that can drive innovation in the company? This article reviews the different ways successful companies across industries identify innovative leaders, mentor them, and place them within the organization where they can have the most impact.

Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard Business Review, 86(1), 54a 60. Retrieved from f681723ce94064afdc9f567c211557e3

What is the role of creativity and insight in forging an organizational purpose? The article argues that leaders need to use their creativity keep their companies strategically competitive, even in this age when economic theory sees strategy as a problem to be addressed with analysis not creativity. The author explores the need for leaders to see strategy as a dynamic tool to shape and guide their organizations.

Zenger, J., & Folkman, J. (2009). Ten fatal flaws that derail leaders. Harvard Business Review, 87(6) 18. Retrieved from 15b02284c0e83ff5f3a17159e4e6a201

This short article presents the results of an extensive study of leaders most common flaws. As you read this list and reflect on leaders you have known and interacted with, be sure to consider how these 10 fatal flaws not only inhibit good leadership in general, but creativity in particular.