The IDEO organization is a design and consulting firm that designs products and services. The employees within this company use a design thinking approach in designing the products, services, digital experiences, and environments. At IDEO, innovation is encouraged and discovered through leadership that creates an effective and sustainable work environment, giving their working teams the capacity to experiment and use creative ways to solve problems. In this way, the company encourages teamwork where various individuals, in various capacities and with different expertise, come together and work on projects without titles and permanent assignments. Unlike how most organizations overregulate how teams work to maintain control or limit liability, IDEO ensures that the workers are free to influence their space with creative judgment and collaboration. In this way, there is no allocation of hierarchies in the projects; instead, individual experts from various fields come together and develop innovative ideas as a team. The work environment encourages the teams to experiment and collaborate on creative work, empowering the teams to adapt to any rising challenges. This enables the teams to become more engaged and willing to adopt new and better behaviors.
Execution of innovative ideas needs creativity. The team at IDEO is presented with this opportunity where they brainstorm innovative ideas to develop something that works and improves continuously. In this case, the team focuses on designing a workable shopping cart that facilitates faster and easier shopping. Thus, each team member finds creative ideas that could become successful solutions. This creativity develops well in a work environment that fits the dynamic needs of modern teams through collaboration and thinking, adapting the work mode through the promotion of creative problem-solving across teams (Li & Zheng, 2014). Once the project has been initiated and ideas brought out and discussed, the IDEO team goes out to test the innovation of the shopping cart in real-life scenarios and then returns to the company, where they demonstrate and communicate what they learned. Having an effective work environment helps the employees develop productive behaviors as the teams can share the lessons and work towards adopting the changes together. This encourages work engagement, fully mediating innovative work behaviors and the learning organization (Park et al., 2014).
It is indicated that for most people, the hardest thing to do is to restrain themselves from criticizing ideas. In this case, when an idea is presented well, there is a bell. The ideas are posted on a wall for everyone to see, voting on each one for its innovativeness. This process occurs under the guidance of a project leader. During the process of implementing and promoting new ideas, ethical leadership is responsible, emphasizing social responsibility, morality, people orientation, and autonomy, ensuring innovative work behavior (Yidong & Xinxin, 2013). The team at IDEO has a project leader who utilizes ethical leadership, facilitating intrinsic motivation and facilitating better job performance of individuals. The vision and values in decision-making aim to enable clear performance standards that help reinforce organizational ethics with open and trustworthy communication.
With strong organizational support, a positive work climate, high levels of commitment, motivation, and employee engagement, there is a high chance of improved organizational performance (Standing et al., 2016). The mantra at IDEO is “one conversation at a time, stay focused, encourage wild ideas, defer judgment, and build on the ideas of others.” This is an aspect of encouragement, motivation, and empowerment of employees that facilitates creativity, innovation, and teamwork (Amabile & Pratt, 2016). The organizational climate functions passed on the positivity created, involving employees through autonomy ad ensuring that the team-level innovations come up through this mantra.
IDEO also focuses on the notion that enlightened trial-and-error succeeds over the planning of the lone genius. This concept involves individual creativity and innovation with the process depending on the perceptual styles, cognitive styles, and thinking skills of individuals within a team, taking new perspectives on problems, leveraging them among different ideas, and having broad thinking based on their personal characteristics and work styles (Amabile & Pratt, 2016). With the growth and maturity of teams, the lessons learned from their experiments need to be packaged and shared. Therefore, the individual ideas go through trial-and-error, experimenting with their practicality and being brought together for the final product. This is based on the notion that it is better to fail often in order to succeed sooner. The innovative team thus works by taking up the ideas presented and coming up with a prototype that includes the different elements presented by individuals (Shanker et al., 2017). For this to work, each team is given a need area where they develop ideas as individuals and as a group, becoming autocratic for a short time and then developing into an innovative product based on time constraints.
In coming up with creative and innovative ideas, IDEO indicates that there have to be many hours of working on the project, an open mind, and a boss who wants new ideas, considering that chaos can be constructive and there is the need for teamwork. Therefore, having an innovative atmosphere within the organization ensures that there is support for creativity and innovation enabled by adequate cooperation, communication, and market guidance. Authorization, creativity, advocacy, and resource guarantees directly affect employees’ innovative behaviors and capabilities.
Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in organizational behavior, 36, 157-183.
Li, X., & Zheng, Y. (2014). The influential factors of employees’ innovative behavior and the management advice. Journal of Service Science and Management, 7(06), 446.
Park, Y. K., Song, J. H., Yoon, S. W., & Kim, J. (2014). Learning organization and innovative behavior: The mediating effect of work engagement. European Journal of Training and Development.
Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organizational climate for innovation and organizational performance: The mediating effect of innovative work behavior. Journal of vocational behavior, 100, 67-77. doi: 10.1016/j.jvb.2017.02.004
Standing, C., Jackson, D., Larsen, A. C., Suseno, Y., Fulford, R., & Gengatharen, D. (2016). Enhancing individual innovation in organizations: A review of the literature. International Journal of Innovation and Learning, 19(1), 44-62.
Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of business ethics, 116(2), 441-455.
Authenticity In Crompton’s Travels Sample Assignment
As a result of Dean MacCannell’s popularisation of authenticity, it has become an essential part of tourist studies. Because of its vagueness and cultural presuppositions, “authenticity” has long been acknowledged in academic literature to be difficult to define. Tourists looking for authentic experiences and products regardless of gender, age, or socioeconomic status are a fast-growing section of the industry, according to Lozanski (2010). A growing number of travellers are dissatisfied with the monotony and contamination of typical tourist experiences. They’re looking for “genuine” people who may provide them with authentic connections to the places they visit. Kristin Lozanski’s idea of authenticity is compared to Matthew Crompton’s travel narrative “Into the Hills” in this study. Matthew Crompton, a writer and photographer, believes that nothing can match the variety of experiences found on the open road.
It is via these idealisations of intimacy and non-commodification that travellers create an authentic experience,” argues Lozanski. When it comes to “genuine” Indians and “real” visitors, these idealisations are intertwined with narrative representations of what elucidates to be “real” Indian. This means Crompton’s excursion to Kalighat and the Kali shrine is true to form. A goat is sacrificed in a sacrificial ceremony that he witnessed personally. In Lozanski’s article, she discusses narrative representations like these. When Crompton went to say farewell to Ronald, “Ronald broke into tears,” Crompton recalls. He said, “If you can, come, ok?” as his lips trembled as he tried to keep his composure. He was inconsolable, wailing in agony. It was awkward, but he accepted the handshake and the awkward hug, and then I went on my way.” Lozanski says this is a genuine Indian experience because of the intimacy involved. “Unlike tourists who are perceived to have superficial cultural encounters and may, at best, observe staged aspects of ‘cultural authenticity’ called into question by its public, enclave performance, many independent travellers judge meaningful cultural encounters through the private spontaneity that characterises intimacy” (Lozanski, 2010, p. 246-247).
Regarding land use and tenure decisions, “authenticity” can indicate how some perspectives of geography, time, and culture have a more significant impact than others. This quest for self-improvement is intertwined with the pursuit of Third World authenticity. The journey’s goal is to experience life from a different cultural perspective. As proof of their authenticity, independent travellers point to their pure interactions with people and the sites they see. According to Lozanski (2010), the absence of commercialisation, the development of separation, and the scarcity of other tourists who would kill originality are how this authenticity is achieved. “And I think: do I not travel because I too am full of wishing?” Crompton continues. Is it not because I believe India is still controlled by magic that I’ve come here? That you, like Lozanski, are interested in seeing India with only the natives and not other visitors suggests that you share Lozanski’s desire to travel alone.
Many people in the tourism industry are concerned about these concepts. Think about whether a cultural tourism site or a tourist viewer is more important in defining what constitutes authenticity in these kinds of scenarios. I think cultural tourist sites in terms of authenticity are the best way to approach this issue. Crompton visits the Kali temple in Calcutta, the monks in Darjeeling, and the high terrain of Barsey to verify the integrity of his excursions across diverse cultural places. The ongoing rebuilding and reenactment of cultures render them inauthentic, according to Lozanski. Tourism scholars might focus on the social processes and investments utilised to establish the authenticity of products and experiences rather than the seeming contradiction between the sacred/authentic and the profane/inauthentic. This can be done by distracting attention away from disagreements about what is authentic. This school of thought views Crompton’s trips as not authentic.
Authentic experiences in historical or cultural tourism destinations are significant to some, but they are viewed as a myth that has no place in today’s tourism. Here, we examine whether or not the authenticity of cultural tourism sites matters and the value of authenticity in cultural tourist destinations. Lozanski (2010) argues that the concept of visiting a “genuine” India is illusory and highly subjective. Cities’ chaos and rural communities’ s staleness serve as illuminating illustrations of how physical geographies contribute to this distinction. A recent study by Lozanski (2010) asserts that tourists interested in “primitive peoples” as a basis for a unique experience have a strong emotional attachment to the natural landscape they would encounter during their journeys (Lozanski, 2010, p. 758). Because of a perceived monotony or worse, a complete lack of culture and landscape in Western nations, the neocolonial construction of India and Indian landscapes as exotic and sensory tourism destinations is a response. As a result, some may conclude that Crompton was not authentic in exploring foreign locations.
“Best Travel Writing – Blog » Blog Archive » Grand Prize Gold Winner: Into The Hills”. Besttravelwriting.Com, 2022, https://www.besttravelwriting.com/btw-blog/great-stories/grand-prize-gold-winner-into-the-hills/.
Lozanski, K. (2010). Defining ‘real India’: representations of authenticity in independent travel. Social Identities, 16(6), 741-762.
Leadership Philosophy – How Can I Be A More Effective Leader? Essay Example For College
Leadership and management are important topics that everyone should be aware of, especially if they aspire to lead or manage; this paper will provide managers with a basic understanding of these concepts, as well as some helpful tips for becoming better at both. The first step is to understand the basics of leadership. A leader can inspire others and help them reach their goals; they must have a firm conviction in what they believe and embody those beliefs by leading from the front while setting an example for others to follow. To be successful as a leader, leaders must have empathy and understand people; Leaders need not only intelligence but also emotional intelligence because followers always look up to leaders when making decisions (psychologists). Managers are responsible for carrying out tasks effectively within a team or organization environment. Managers need good problem-solving, decisiveness, and organizational skills to get things done efficiently.
Coach McKeever is an unconventional leadership coach and speaker who believes that being a good leader is not about following the rules but finding their path. In his new book, Unorthodox Leadership Lessons from the Pool: How to Surpass Your Limits and Accomplish What You Never Dreamed Possible, he shares his insights on how to lead successfully and sustainably. One of the main themes that Coach McKeever stresses throughout the book is its authenticity (McKeever & Brown, 2019). Leaders must always be themselves to connect with their employees, whether yelling or smiling. Leaders must also be flexible as managers and individuals for everyone involved to feel appreciated and engaged. Ultimately, Coach McKeever teaches readers that leading one rather than following someone else’s footsteps can lead you down a more fulfilling path, one where managers achieve their goals effortlessly.
Unorthodox leadership is shared these days, and for a good reason. It seems that the traditional approach to leading and managing is no longer practical – or at least not as effective as it used to be. Plenty of books on management theory out there, but few discuss leadership in any meaningful way. That is where Coach McKeever: Unorthodox Leadership Lessons from the Pool comes in; this book provides readers with unconventional insights into how to lead and manage effectively without following traditional methods (Gudmundsdottir & Gudmundsdottir, 2021). For example, many leaders traditionally rely on authority figures (e.g., bosses, directors) when making decisions; however, this often leads to conflictual environments that don’t work well for either party involved. Instead of relying on someone else to make all the calls, especially if they are not exceptionally qualified–McKeever suggests breaking down decision-making processes into smaller tasks that can be accomplished by everyone involved (or even delegated). Additionally, he advocates for giving subordinates more responsibility rather than limiting their interaction with upper management so as not to overwhelm them or receive too much feedback.
Leadership and management philosophy is one of the essential aspects of running a successful business. With a clear vision for how leaders want their company to run and what kind of leader wants in charge, everything else falls into place. Of course, this does not mean that being a fantastic leader is easy; far from it. If executed correctly, leadership can lead to great success on the personal and professional front. Here are some critical tips for becoming a successful leader: Be accountable: Leaders must be willing and able to take full responsibility for their actions and decisions; they must also be open about their mistakes so those under them can learn from them (and move on). Encourage creativity: A good leader understands that different people approach problems differently; they encourage creative thinking among their team members to not get stifled by tradition or conservatism.
Gudmundsdottir, A. E., & Gudmundsdottir, S. (2021). Unorthodox public leadership: the case study of an atypical approach to crisis in Iceland. International Journal of Public Leadership, 18(1), 77-89.
McKeever, J., & Brown, T. (2019). What are the client, organisational and employee-related outcomes of high quality leadership in the allied health professions: A scoping review? Asia Pacific Journal of Health Management, 14(2), 19-30.