- De www.coursera.org
Leading Innovation in Arts and Culture
- Individualizado
- Acesso livre
- Certificado pago
- 8 sequências
- Introductive Level
Detalhes do curso
Programa de Estudos
Why Everyone Wants Innovation but No One Wants to Change
We introduce the approach of the class: instead of trying to be innovative, just stop stopping it. We discuss a framework for analyzing the six most common barriers (constraints) that stop innovation.
Week 2: Individual ConstraintsWhy Most of Us Are More Creative Than We Think
Psychologists treat innovation as a problem of having creative ideas; we sometimes stop innovation by not "thinking different." This week explores the constraints of perception, intellection and expression and offers strategies for overcoming them.
Week 3: Group ConstraintsWhy a Brainstorm Meeting Can Be Worse Than No Meeting at All
Social psychologists treat innovation as a group problem: we often don't get early support for our ideas because of adverse group dynamics. This week looks at the constraints of emotion, culture and process in groups as well as the environment within which groups work and looks at ways to overcome them.
Week 4: Organizational ConstraintsWhy You’ll Never Be a Prophet in Your Own Hometown
The field of management sees the problem of innovation as one of the organization; organization is the opposite of innovation, after all. This week explores the constraints of strategy, structure and resources and we explore ways of framing them that will help us to overcome them.
Week 5: Industry ConstraintsIf It’s Such a Great Idea, Why Isn’t Our Competitor Doing It?
An economist view of failed innovation sees it as a problem of adoption; when there's no market to adopt it, it's not an innovation, it's just a creative idea. We look at the constraints of competition, suppliers and markets and discuss strategies you can use to relax them.
Week 6: Societal ConstraintsWhy My Innovation Means You Have to Change
The sociological and anthropological perspective suggests that societies control or obstruct innovations that are deemed as dangerous or contrary to societal values. This week explores the constraints of identity, social control, and history and we will seek an understanding of how we might avoid them.
Week 7: Technological ConstraintsHow to Take a Really Hard Problem and Make It Completely Impossible
Engineers and scientists see failed innovation as a failure of technology; if it doesn't work, it's not an innovation. Here we explore the constraints of knowledge, time and the natural environment. Rather than trying to overcome them, we develop strategies for working within these constraints.
Week 8: When Failure Is Not an OptionLeading an Innovation Strategy
The final week has us putting the entire model together into the leadership context. We will learn about innovation portfolios and discuss a tested process for moving innovations from ideas to realities.
This
describes the basic issues addressed by the course.
Pré-requisito
Instrutores
David A. Owens, PhD, PE
Professor
Practice of Management and Innovation
Jim Rosenberg
Independent Consultant and Senior Advisor at NAS
Editor
Plataforma
A Coursera é uma empresa digital que oferece um curso on-line massivo e aberto, fundado pelos professores de computação Andrew Ng e Daphne Koller Stanford University, localizado em Mountain View, Califórnia.
O Coursera trabalha com as melhores universidades e organizações para disponibilizar alguns dos seus cursos on-line e oferece cursos em várias disciplinas, incluindo: física, engenharia, humanidades, medicina, biologia, ciências sociais, matemática, negócios, ciência da computação, marketing digital, ciência de dados. e outros assuntos.Cours