Rewarding innovation
A successful firm creates an environment that makes employees generate new ideas. An organization can create a culture of creativeness by encouraging, recognizing and rewarding processes. The recognition and rewards should not to be expensive since the managers can think of cheap and appropriate ways to appreciate and encourage new thinking.
If the firm intends to motivate its workforce by rewarding them, it should ensure that the employees are sure that certain behaviors will be rewarded. This means that the reward process has to be genuine and transparent. Rewards have to be meaningful; thus, expressing the value that the administration puts on the innovation.
The bigger the innovation, the greater the reward should be. Rewarding the appropriate culture behaviors will lead to increase in productivity and the quality the of employees’ work. Through rewards, the firm will experience positive changes internally and with customers (Jellison, 2006).
Removing impediments
An organization can create a good culture by eliminating impediments. The firm can upgrade the structure that allows staff to support creativity. For instance, if the workforce never implements the new ideas, because of the thick hierarchy in the organization, the managers should find solutions (Jellison, 2006).
Practical creativity
The managers should involve all the workers in discussing the problems while making it possible for the new ideas to be implemented within work teams. The organization should consider one regular annual opportunity for brainstorming and out-of-the-box thinking. Preferably, there can be a forum where people are free, or any environment that allows ideas and dialogue to flow.
The managers should also allow workers to find efficiency in their areas of responsibilities, which is also a form of innovation. Moreover, managers should encourage workers to be creative by being role models of creative thinking. Building and supporting a creative culture will allow the teams to fulfill their potentials.
The sharing of culture through practical involvement can lead to sharing different cultural influences, to challenging received thinking or developing the means of expression, critical thought, and problem solving skills (Jellison, 2006).
Experimentation and Evolution
A firm should also create a culture that encourages experimentation and risk-taking to encourage creativity. The organization should let the workers make a few mistakes; thus, propagating the learning process. This is because too much guidance and intervention can stifle initiative, and make the employees think that the organization do not expect them to make improvement.
If a firm needs the workforce to make changes, it should let them do it by trusting them to make the necessary alterations. However, the management should set boundaries when delegating decision (Jellison, 2006).
Everyone can contribute
A firm should create a good setting, which will encourage involvement by everyone. For instance throughout the alteration process, the leaders should gain the workers’ commitment by involving them in the diagnosis of situations and identification of solutions. The organization should give the staff a chance to work together and create new ways of carrying out their tasks.
The managers should ensure that it has enough people who are committed to the change process. Additionally, stakeholder should be engaged in identifying, designing, implementing, and evaluating the change. The organization should make them responsible for the alteration of organizational culture.
The change of organization culture cannot make everyone happy but the behaviors that conflict the new culture should be eliminated (Jellison, 2006).
Reference
Jellison, M. (2006). Managing the dynamics of change: the fastest path to creating an engaged and productive workforce. New York: NY. McGraw-Hill Professional