2011 Creativity Environment Process 
Lead Change Blog
OCTOBER 19, 2020
And through the gyrations of the year, many leaders saw levels of agility, adaptiveness, and creativity in their organizations beyond anything they’d previously imagined. How has the current environment changed demand from your core customer base? Has the economic environment created new customers or needs you can address?
Strategy Driven
OCTOBER 11, 2011
The Individual Initiated, Knowledge and Skills Controlled Environment represents a culture that seeks to actively harness and channel worker creativity. These organizations foster creativity among workers in a controlled manner that enables the company achieve its mission objectives while making room for a degree of experimentation.
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Strategy Driven
OCTOBER 18, 2011
The Supervisor Initiated, Documented Processes Controlled Environment represents move toward standardized, centralized control. Subsequently, organizations where work activities are supervisor initiated and controlled by documented processes tend to exhibit a very limited degree of creativity and flexibility.
Strategy Driven
SEPTEMBER 20, 2011
The Leader Initiated, Documented Processes Controlled Environment is one of two anchor points on the Culture-based Work Performance Model. The following characteristics, benefits, risks, and risk mitigators are representative of the Leader Initiated, Documented Processes Controlled Environment. Consider leaving a comment!
Strategy Driven
SEPTEMBER 27, 2011
The Leader Initiated, Knowledge and Skills Controlled Environment represents a unique cultural blend that develops over a long period of time. This culture set benefits from experience-based efficiencies with limited consistency risk but often suffer a lack of creativity as employees perform work ‘the way it has always been done.’
Great Leadership By Dan
DECEMBER 2, 2011
Managers must help to create work environments where employees are supported by processes and information that help them do their jobs efficiently; in turn, decreasing frustration and allowing for improved productivity. How can leaders create a more enabling environment to increase productivity? Identify support gaps.
QAspire
JANUARY 9, 2011
Processes (and improvement) are seen as costs. They create focus groups on process improvements, document the lessons, relentlessly train teams and incorporate preventive measures in their processes. They treat processes and improvement as an investment in future. Same challenges show up in each project. The end result?
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