PubMed Health⌕ Search

PubMed · 10161782

Thinking beyond the box.

Abstract

Contends that as techniques to motivate, empower and reward staff become ever more sophisticated and expensive, one of the most obvious, though overlooked, ways of tapping the creativity of employees is the suggestion scheme. A staff suggestion scheme may well be dismissed as a simplistic and outdated vehicle by proponents of modern management methods, but to its owners it can be like a classic model--needing just a little care and attention in order for it to run smoothly and at a very low cost. Proposes that readers should spare some time to consider introducing a suggestion scheme as an entry level initiative and a precursor to more sophisticated, elaborate and costly change management mechanisms.

Explore related subjects

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

G C Lloyd. 1996. Thinking beyond the box.. https://doi.org/10.1108/09552069610129690

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

Mental imagery and creativity: a meta-analytic review study.

The reports of many creative individuals suggest the use of mental imagery in scientific and artistic production. A variety of protocols have tested the association between mental imagery and creativity, but the individual differences approach has been most frequently employed. This approach is assessed here through a range of meta-analytic tests. Database searches revealed 18 papers employing the individual differences approach that were subjected to a conservative set of selection criteria. Nine studies (1494 participants) were included in the final analyses. A marginal, but statistically significant, Fisher's Z-transformed correlation coefficient was revealed. Further analyses showed little difference between form and type of self-reported imagery and divergent thinking. Explanations for the failure to account for more than 3% of the variance in the data sets are discussed in the context of anecdotal reports, task validity, and design problems.

Creativity↗

Beyond empowerment: building a company of citizens.

We live in a knowledge economy. The core assets of the modern business enterprise aren't its buildings, machinery, and real estate, but the intelligence, understanding, skills, and experience of its employees. Harnessing the capabilities and commitment of knowledge workers is arguably the central managerial challenge of our time. Unfortunately, it is a challenge that has not yet been met. Corporate ownership structures, governance systems, and incentive programs--despite the enlightened rhetoric of business leaders--remain firmly planted in the industrial age. In this article, the authors draw on history to lay out a model for a democratic business organization suited to the knowledge economy. Some 2,500 years ago, the city-state of ancient Athens rose to unprecedented political and economic power by giving its citizens a direct voice and an active role in civic governance. The city's uniquely participative system of democracy helped unleash the creativity of the Athenian people and channel it to produce the greatest good for society. The system succeeded in bringing individual initiative and common cause into harmony. And that is precisely the synthesis today's companies need to achieve if they're to realize the full power of their people and thrive in the knowledge economy. The Athenian model of organizational democracy is just that--a model. It does not provide a simple set of prescriptions for modern managers. What it offers is a window into how sizable groups of people can, in an atmosphere of dignity and trust, successfully govern themselves without resorting to a stifling bureaucracy.

Creativity↗