- Research Highlight
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How Toyota solves problems, creates plans, and gets new things done while developing an organization of thinking problem-solvers.
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We’ve long been able to personalize what information the Internet tells us — but now comes “Web site morphing,” and an Internet that personalizes how we like to be told. For companies, it means that communicating — and selling — will never be the same.
Information markets, wikis and other applications that tap into the collective intelligence of groups have recently generated tremendous interest. But what”s the reality behind the hype?
Many large multinational corporations are hardly a model of organizational efficiency, with the right hand frequently not knowing what the left is doing. A valuable solution developed at one location fails to spread to other sites struggling with a similar problem, so they continually have to reinvent the wheel.
New research suggests that five crucial conversations — often overlooked or avoided — are essential to the success of any high stakes project or initiative.
William W. Maddux, assistant professor of organizational behavior at INSEAD and Adam D. Galinsky, associate professor of management and organization at Northwestern’s Kellogg School of Management, conducted four studies of students placed in situations requiring creative insights.
Few companies understand how such innovation occurs — and how to encourage it. To foster new management ideas and techniques, companies first need to understand the four typical stages in the management innovation process.
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