Review the Chapter- Complexity, Learning, and Innovation
Then, Response to the following questions:
1. Complexity theorists advise organizational leaders to abandon command-and-control styles of management and instead set global performance targets and establish a few simple rules. This approach can unleash creativity and innovation, but it can also promote conflict and waste. How can managers "let go of control," yet still ensure that organizational activities are coordinated with each other aligned with organizational goals? What could managers do to mitigate the potentially negative consequences of following complexity theorists' advice?
2. Organizational learning requires a climate of openness, trust. and honesty. What can managers do to establish and maintain such a climate?
3. How can managers hold health professionals and employees accountable for personal and organizational performance. Yet still encourage them to try new ideas and take prudent risks to improve quality, safety, and efficiency?
4. If innovation is inherently unknowable, and creates unintended consequences, often far downstream, how can managers effectively evaluate the outcomes of innovation initiatives? Is there ever a point when a manager can reliably draw a conclusion ion about whether an innovation has been a success?
5. The Minnesota Innovation Research Project found that innovation managers' careers were often unfairly penalized when innovations turned out poorly. Is this an important concern for senior managers? If so, what can they do to mitigate What, if anything, should innovation managers do to protect themselves and their teams?
6. Schoemaker and Gunther (2006) recommend making deliberate mistakes as ways of breaking out of ineffective or suboptimal strategy borne of flawed or outdated assumptions. They provide some guidelines for which kinds of mistakes to deliberately make, such as those with a limited cost versus the potential gain. Based on their criteria, can you think of a potential "mistake" you might suggest to your primary-care provider to improve their clinic performance? For example, you might suggest that they eliminate visit co-pays. What are the costs or harms that make this a mistake? What are the assumptions that underpin the practice? What are the potential advantages?