Solving problems creatively
There are varieties of approaches to creative problem solving. First, a problem should be viewed from different perspectives. This calls for employees to play around with different possibilities of solving the problem. Second, energy and talent should be invested in taking highly unusual ideas (Isaksen, Dorval & Treffinger, 2010). This shapes and refines the unusual idea into a workable solution.
Third, employees should be keen and sensitive to the problem, in order to support and enhance an agreement concerning the best solution. Employees should also be encouraged to be open to different possibilities and maintain a positive attitude. Finally, employees should be made aware of their powers and roles in the creative problem solving process as this can create diverse solutions to the problems encountered.
Creative problem solving among employees can be encouraged in a number of ways. First, an open and safe environment should be created. Second, employees should be supported through the provision of appropriate and realistic amount of time and work.
Employee motivation
Employees can be motivated through several ways, when changing organization culture. First, they should be given an opportunity to develop themselves. This can be done through training and coaching. Second, the management should make them understand their contribution to their organizations. In addition, individual contribution should be valued in order to motivate employees.
Third, the employee’s effort should be recognized through simple praises and appreciations. Furthermore, employee learning should be enhanced. This develops employees’ integrity, compassion, and emotional maturity. They also feel that they are part of the organizational change, and hence get motivated to focus on achieving organizational goals.
Fourth, organizational goals should be aligned to the employees’ personal goals, so as to increase workforce motivation during the time of organizational change. Organization goals should enhance community relationships. Moreover, the goals should sustain responsible profit levels. This move can motivate employees to identify the goals, and hence work harder than before to achieve the new objectives and goals. Finally, managers should frequently and openly communicate with employees about the new strategic directions to be followed, the rationale behind the change, and the employee’s roles and responsibilities in the workplace. This keeps employees “in the know”, thereby motivating them to contribute to organizational success (Durkin, 2010).
The role of leadership in the innovative culture of an organization
Company leadership plays a critical role in the innovation process. First, leaders support innovation by formulating and maintaining a clear vision (Le Storti, 2006). The vision portrays organizational support of new ideas. In addition, leaders play a role in developing innovative competencies through purposeful recruitment and retention of top talent and provision of technological resources (White, M. & Bruton, 2007).
Organizational leadership also facilitates access to thought leaders as well as innovation co-creators. This makes it easy for organization innovators to work together with an aim of facilitating a higher level of creativity. This enhances the success of the innovation process across the entire organizations. Fourth, organizational leadership promotes innovation culture through building of dedicated communities (David, Epstein & Shelton, 2006). Leaders do this by supporting potential ideas to fruition, through building a strong community around the concept. Finally, leaders promote an innovation culture by developing innovation strategies across a wide range of products, organizational culture, market segments, and so forth.
References
Davila, T., Epstein, M., & Shelton, R. (2006). Making innovation work. Upper Saddle River, NJ: Pearson.
Durkin, D. M. (2010). How To Keep Employees Motivated. Forbes. Web.
Isaksen, S. G., Stead-Dorval, K. B., & Treffinger, D. J. (2011). Creative approaches to problem solving: A framework for innovation and change. Los Angeles: SAGE.
Le Storti, A. J. (2006). Leadership for Innovation: What leaders must do for innovation to happen? Howe School Alliance for Technology Management, 2 (10), 1-5. Web.
White, M., & Bruton, G. (2007). The management of technology and innovation: A strategic approach. Mason, OH: Thompson.