Chapter 7 Innovation And Change

Front 1

Organizational Innovation

Back 1

the successful implementation of creative ideas in organizations

Front 2

Technology Cycle

Back 2

Begins with the birth of anew technology, and ends when that technology reaches its limit and dies

Front 3

S-curve pattern of innovation

Back 3

a pattern of technological innovation characterized by slow initial progress, then rapid progress, and the slow progress again as a technology matures and reaches its limits

Front 4

Innovation streams

Back 4

patterns of innovation over time that can create sustainable competitive advantage

Front 5

Technological discontinuity

Back 5

the phase of an innovation stream in which a scientific advance or unique combination of existing technologies creates a significant breakthrough in performance of function

Front 6

Discontinuous change

Back 6

the phase of a technology cycle characterized by technological substitution and design competition

Front 7

Technological substitution

Back 7

the purchase of new technologies to replace older ones

Front 8

Design competition

Back 8

competition between old and new technologies to establish a new technological standard or dominant design

Front 9

Dominant design

Back 9

a new technological design or process that becomes the accepted market standard

Front 10

technological lockout

Back 10

the inability of a company to competitively sell its products because it relied on old technology or a nondominant design

Front 11

Incremental change

Back 11

the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design

Front 12

Creative Work Environments

Back 12

workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged

Front 13

Flow

Back 13

a psychological state of effortlessness, in which you become completely absorbed in what you're doing and time seems to pass quickly

Front 14

Experiential approach to innovation

Back 14

an approach to innovation that assumes a highly uncertain environment and uses institution, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding

Front 15

Design iteration

Back 15

a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype

Front 16

Product prototype

Back 16

a full-scale, working model that is being tested for design, function, and reliability

Front 17

Testing

Back 17

the systematic comparison of different product design iterations

Front 18

Milestones

Back 18

formal project review points used to assess progress and performance

Front 19

Multifunctional teams

Back 19

work teams composed of people from different departments

Front 20

Compression approach to innovation

Back 20

an approach to innovation can be planned using a series of steps and that compressing those steps can speed innovation

Front 21

Generational change

Back 21

change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology

Front 22

Organizational decline

Back 22

a large decrease in organizational performance that occurs when companies don't anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival

Front 23

Change forces

Back 23

forces that produce differences in the form, quality, or condition of an organization over time

Front 24

Resistance forces

Back 24

forces that support the existing conditions in organizations

Front 25

Resistance to change

Back 25

opposition to change resulting from self-interest, misunderstanding and distrust, and a general intolerance for change

Front 26

Unfreezing

Back 26

getting the people affected by change to believe that change is needed

Front 27

Change intervention

Back 27

the process used to get workers and managers to change their behaviors and work practices

Front 28

Refreezing

Back 28

supporting and reinforcing new changes so that they stick

Front 29

Coercion

Back 29

the use of formal power and authority to force others to change

Front 30

Results-driven change

Back 30

change created quickly by focusing on the measurement and improvement of results

Front 31

General Electric workout

Back 31

a three-day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems

Front 32

Organizational development

Back 32

a philosophy and collection of planned change interventions designed to improve an organization's long-term health and performance

Front 33

Change agent

Back 33

the person formally in charge of guiding a change effort