Here is the translation of the provided content into English: Employees Who Go Against the Grain Are Good Employees: Fostering a Culture of Innovation Note: The line breaks ("") are preserved as instructed.

Author: (USA) Herrick
Publisher:
Publish Date: 2005-01-01
Features: Awarded the "Best Innovation Book Award" by the North American Entrepreneurs Association IBM "Best Innovation Award" judges reveal the source and driving force of organizational innovation—identifying, protecting, and encouraging "dissenters." The rules have changed; incremental growth must give way to innovation, and the step is to disrupt and challenge existing rules. Organizations need "disruptive good employees." Leaders worldwide recognize innovation as the most important single factor for future corporate success. Organizations need innovation to survive, and they all understand this. So why do so many companies try to suppress creative behavior? Although they crave innovation to survive in the new economy, it doesn’t align with their traditional organizational culture. Organizations often claim they need and want innovation, yet when it arises, they push it away. In fact, innovation is often stifled by some companies unknowingly. They hire creative employees but prevent them from using their talents. Encouraging innovation is difficult because, by definition, innovation is different ideas, questioning traditional assumptions and ways of operating. Moreover, in many cases, differing opinions are seen as dissent that could cause conflict. Any type of dissent is unwelcome. They can be difficult to get along with, stubborn, and completely lacking in tact. But they also bring breakthrough ideas, shake up the organization’s existing ways of operating, and stir up waves throughout the company. They are the organization’s "wild ducks," because they don’t follow the status quo and soar high above the roost. While this may be the source of innovation, it creates many problems for managers in managing other employees and processes. However, in the information economy era, dissenters remain the organization’s most valuable resource. The Dissenter Is a Good Employee provides practical strategies and advice for managers at all levels to encourage and manage innovation and dissent while avoiding excessive conflict that could paralyze the organization. Managers can foster innovation in their organizations by identifying four key areas that require encouragement for innovation and dissent. The Dissenter Is a Good Employee is not about how to eliminate conflict but about how to clarify, amplify, and manage healthy dissent. This book is about how to cultivate an organizational culture where innovation can flourish because of such an environment.