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CONTINUOUS IMPROVEMENT AND INNOVATION

INTRODUCTION TO THE MODULE.
Innovation and change for this module means the ability to both generate and implement new Ideas and to cope with alterations in the application of work practices, technology and systems.
In this module the abbreviation IM (Innovation Management or Innovation Manager) has been Used.
This module is intended to be an introduction to the concepts and issues associated with the Programmed. The module is divided into two parts, yet these parts are really an artificial Construct. They interact upon each other in such a way that it is difficult to identify which is the
Driver and which is the affected part. They are therefore considered to be complicit drivers of Innovation and change for the construction industry.
However it should be recognized that emotion plays a significant part in the management of Change and innovation. It affects the way in which the cognitive style and personality type of The innovation manager sets about problem solving, decision-making, implementing the change
And also the processes of the reflective practitioner and the knowledge creation processes.
Such issues associated with emotion, style, and learning, are covered by subsequent modules.
(Interpersonal Skills 1 & 2 and Research Methodology.)
The first part of the module is titled CONTENT.
With sub-sections:
Creative thinking skills; perception, cognition, metaphors, mnemonics and archetypes;
Opportunity; creativity and management;
Motivation; values, culture and ethics, internal drivers;
Expertise; development, application and responsibility.

When organizations innovate, they do not simply process information from the environmentalsupra-system, they actually use an individual’s expertise and creative thinking skills to create new knowledge from inside the organization, to redefine both the content and context of the problem and also to redefine the potential scope of the solution, by altering both the content and context of the organization. Thus they can change both the organization AND it’s environment. This knowledge creation is linked to explicit and implicit individual beliefs. Both tacit and explicit knowledge is used to define the problem context and content. Both sources are mutually reinforcing, and effectively create a virtuous knowledge spiral. The knowledge spiral remains incomplete until a solution is implemented. This solution when placed within a specific context creates a ‘reality’ that influences the structures, strategies, systems and behaviors, which will be examined in part 2 of this module. However the implementation of the problem solution must be linked to human action. This is the opportunityfor creativity implementation via management of the process.

Once the opportunity has been identified implementation is achieved via the motivation of the decision maker and those affected by the decision. The ‘values’ of the people affected by innovation and change are discussed in some detail towards the end of part 1 of this module.

BIBLIOGRAPHY
Adele, H. Cheng, N. (1993) Integrated genetic algorithm for optimization of space Structures. Journal Aerospace Engineering. 6 (4) pp315-328
Adele, H. Cheng, N. (1994) Augmented lagrangian genetic algorithm for structural Optimization. Journal Aerospace Engineer本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。