Creating an Environment for Innovation

When an organization decides to create an environment for innovation many questions on “how to start” arise. Before taking steps to create an innovative environment the organization should come to an agreement on how the word “innovate” is defined. Innovate will be defined in this paper as the practice of introducing something new or making changes to something old or established. The idea of developing innovative environments within organizations has become increasingly important in the face of our continually changing markets and fast-paced economy. In order to successful implement innovative environment organizational leaders, administrators and employees must work together to change the overall work atmosphere, establish communication channels, challenge old and established practices, create a brainstorming activities, facilitate the process of innovation, and work in a timely fashion. In addition to these procedures there are five other ingredients to inspiring innovative thinking in organizational members.

The first area of the organization which should be targeted for change is the overall atmosphere. It is important that the idea or mission of the company be nurtured through gradual change. Changing the atmosphere of an organization isn’t like flipping a light switch. An innovative environment moves away from the traditional “structured” business atmosphere. For this reason, organizations are advised to encourage thinking away from the ordinary. Another long term component to establishing an innovative environment is to establish thorough communication. Openness and trust are established over long periods of time. Once an open and trusting environment is created organization members will be more compelled to effectively participate. The third component of change involves challenging organizational members. By putting members under a reasonable amount of stress they will be more efficient, they will also be given a greater sense of accomplishment for any objectives completed. Allowing organizational members to voice their opinions and ideas is an important fourth component. Employees are often the ones in the trenches and are closest to the problems, for this reason they may come up with the most viable solutions. The fifth component of creating an environment for change is to develop a procedure in which innovative ideas can be put into practice. These processes are essential to putting ideas in motion. Finally, putting time constraints on goals and objectives gets organizational members moving and achieving.

In addition to the aforementioned components of creating there are five ingredients that inspire innovative thinking. The first ingredient , creating a clear purpose, gives a unified description and inspiration that energizes and focuses the thinking of the organization. Purpose is assumed to drive energy and create focus. The second ingredient, allowing ownership of outcomes, makes people accountable for things beyond their immediate responsibilities. Allowing ownership predicts reliability for producing the outcomes. The third ingredient, inspiring risk, allows people to take risks. Allowing people to speak freely, speculate, and question established practices releasing creativity. The fourth ingredient, creating affinity among the organization, creates interpersonal trust and strong relationships. This allows members to focus on the task at hand and speeds up task execution. The last ingredient, promoting interdependence, encourages members to collaborate and work together. Interdependence leads to increases productivity and quality of work.

Establishing an innovative environment is not a simple task. The long-term goal takes a great deal of organizational integrity, however, an innovative organizational environment is priceless. All in all, it takes a combined effort at the organizational and individual levels to succeed in this process.



References

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